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1. The Promotion Mix for Hotel Brands (Theme: Market Mix)

Discuss the various tools involved in the promotion mix for hotel brands. Which tool do you think is the most effective in influencing customer decisions, and why?

Identify a hotel brand of your choice and evaluate how they use the promotion mix (Product, Price, Place, Promotion) to build customer relationships.

2. 8 P’s – Pillars of Brand Marketing Performance

Choose a hotel brand and analyze its performance based on the 8P’s (Performance, Pedigree, Paucity, Persona, Public Figures, Placement, PR, Pricing). How does the brand's emotional value contribute to its market standing?

In small groups, debate whether physical or functional attributes are more important in a successful hotel brand. Provide real-world examples.

3. Brand Positioning and Strategy

What are the three levels at which hotel brands can be positioned? Provide examples of brands that excel at each level.

Create a hypothetical hotel brand and outline its brand positioning strategy. How will you ensure that this positioning resonates with your target market?

4. Tools for Analyzing Brand Identity

Using the Ritz Carlton as an example, discuss how external and internal factors shape a hotel's brand identity. How do these factors influence customer perception?

Develop a brand identity prism for a new luxury hotel. What external and internal dimensions will you focus on to ensure a strong identity?

5. Marketing Distribution Channels

How do different marketing distribution channels (hotel website, online travel agents, global distribution systems) impact hotel brand visibility and customer acquisition?

In small groups, select a hotel and propose a distribution strategy that maximizes global reach. Which channels would you prioritize and why?

6. Market Programme and Operations

What are the key elements of a successful market program for hotel brands? Discuss how factors like customer value and consistency impact brand loyalty.

Identify the operational challenges that can arise when managing a hotel brand across different geographic locations. How can these challenges be mitigated?

7. Sales Force Commitment

Discuss the importance of strengthening the relationship between the sales force and the hotel brand. What are some effective strategies to enhance this commitment?

Role-play a scenario where you are the sales manager of a luxury hotel. Develop a plan to boost sales force engagement and pride in the brand.

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Shangri-La timeline

5 relevants dates about hotel history

Creation/opening : 22 April 1971 first hotel open in Singapore under the management of Western international hotels by Robert Kuok

First opening in China : 1984 in Hanghzou

2005 : Shangri-La launched a new sub brand, Kerry hotel's, trageting modern and stylish hotel to attract younger business travelers

In 2017 The 100th Shangri La hotel open in Xiamen

April 23, 2021: In celebration of its 50th anniversary, Shangri-La Group rebranded “Shangri-La Hotels and Resorts” to simply “Shangri-La” and redesigned the brand logo.

Marketing campaign : Celebrated the milestone with special offers, nostalgia-driven storytelling, and a rebranded logo.

Our observation:

Global Expansion: Since opening its first hotel in Singapore in 1971, Shangri-La has grown internationally, establishing luxury properties across Asia, the Middle East, Europe, and North America.

Sustainability Commitment: Shangri-La has strengthened its focus on sustainability, implementing eco-friendly practices such as waste reduction, responsible water and energy use, and supporting local communities through its "Sustainability" program.

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Create a timeline of a well-known hotel brand's evolution, highlighting key milestones, branding changes, and marketing campaigns.

Please follow the instructions below to complete the activity. If you have any questions, please ask your Module Lecturer Dr.Ruth for help.

• Choose a well-known hotel brand and research its history.

• Add posts to the timeline representing significant events in the brand's evolution. Each post should focus on one milestone, branding change, or marketing campaign. • Include the year of the event in the subject line.

• Provide a brief description of the event and its impact on the brand in the body.

• Add an image that represents the event or showcases the brand's logo/marketing material from that time.

• Aim to add at least 5 posts to create a comprehensive timeline.

• Review your classmates' timelines and comment on at least 2 interesting observations.

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1898

- Cesar Ritz opens the Ritz Hotel in Paris. The Hotel facilities are quite innovative for that time such as they provide private bathroom for most of the room.

1927

This year The Ritz- Cartlon Boston open which is the first Ritz Cartlon in America.

1983

William B. Johnson purchases the rights to the Ritz-Carlton name and the Ritz-Carlton hotel in Boston; Johnson founds The Ritz-Carlton Hotel Company, L.L.C., based in Atlanta, and begins expanding.

1992

The number had grown to 23 properties. Company is awarded the Malcolm Baldridge National Quality Award.

1995

Marriott International buys a 49 percent stake in Ritz Carlton and boost interest in 99 percent in 1998.

2017

The Ritz-Carlton Yacht Collection (Ritz-Carlton Yacht Collection) was launched in 2017 alone, extending award-winning luxury service and classic style from land to sea.

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ONE AND ONLY HOTEL

HISTORY :

1994:

Kerzner International is founded by Sol Kerzner, laying the groundwork for the future One & Only brand. This company was initially focused on developing luxury resorts, including Atlantis Resorts.

2002

One & Only Resorts is officially launched under Kerzner International. The first properties to be branded as One & Only include:

One & Only Ocean Club (Bahamas)

One & Only Le Saint Géran (Mauritius)

2004:

MEXICO

A significant milestone for the One&Only hotel brand was the opening of the One & Only Palmilla resort in Los Cabos, Mexico in 2004. This event transformed the brand's image, positioning it as a leader in ultra-luxury hospitality. The Palmilla property, known for its exclusive services, stunning ocean views, and celebrity clientele, helped elevate the One&Only brand on the global stage.

Before this, One&Only had already established itself in the luxury market, but Palmilla's success brought significant attention, expanding its reputation for offering personalized luxury experiences in some of the most exquisite destinations worldwide.

ERA OF ONE & ONLY HOTEL

1. Innovation Era (2016-Present)

Modernization: Introduction of wellness programs, sustainability initiatives, and unique dining experiences.

Cultural Integration: Increased focus on immersive guest experiences, promoting local traditions and cuisine.

Global Reach: Continued expansion into new markets and destinations, including urban locations and iconic resorts.

REBRANDING:

It went under a subtle rebranding in reent years. Initially known for its ultra-luxury resorts, the brand has expanded its portfolio and vision.

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Zhao Tianyu

Wang Zheao

Lin Hanyu

Shao Weishuo

Zhang Yongkang

Ren Zexin

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Read the Topic 3 Study Book and each group pick one stage of the Brand life cycle and critique with examples for the respective stage;

1. Introduction Stage: What strategies can brands employ during the introduction stage to mitigate the high risk of product failure and ensure market acceptance? Discuss the importance of promotional expenditure, money-back guarantees, and personal contact with buyers.¹

2. Growth Stage: How does the growth stage of a brand's life cycle differ from the introduction stage in terms of market acceptance and competition? What strategies should brands adopt to improve market share and develop brand loyalty during this stage?²

3. Maturity Stage: At the maturity stage, competition is at its highest level. What strategies can brands implement to maintain sales and extend the product's life cycle? Discuss the role of new product features, extended warranties, and targeted advertising.³

4. Decline and Relaunch: When a brand reaches the decline stage, what are the potential strategies for relaunching the brand or introducing new products? How can brands identify the right time to initiate new product planning and development to avoid disappearance from the market?⁴

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1. The Promotion Mix for Hotel Brands (Theme: Market Mix)（team 1）

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1. The Promotion Mix for Hotel Brands (Theme: Market Mix)（team 1）

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Tools in a hotel's branding portfolio include advertising, public relations, sales promotion,Personal selling,Public Relations(PR),Direct and Digital Marketing.

The most effective tools are often Personal selling and Direct and Digital Marketing, as they enable direct engagement with the target market, enhancing the brand's transparency and trust.

1. Product:

Shangri-La offers luxury rooms, fine dining, and tailored experiences, focusing on personalized service and consistent quality. Loyalty programs like “Golden Circle” encourage long-term relationships.

2. Price:

Premium pricing targets high-end travelers, balanced with special packages, promotions, and loyalty rewards, ensuring value while maintaining exclusivity.

3. Location:

Strategically located in major cities and resorts, Shangri-La provides convenience and luxury, attracting both leisure and business travelers.

4. Promotion:

A mix of traditional and digital marketing, including social media, email campaigns, and influencer collaborations, builds brand awareness and strengthens customer relationships.

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8 P's of Shangri-La hotel :

Performance :

Shangri la is famous all around the world beacuse is represent luxurious and high standards hotel. But also for the experience that you will live if you come in this hotel, the will offer unique and personalized service. They are trying to make unforgetable experience.

Pedigree :

The name "Shangri-La" comes from a fictional paradise, which reinforces the image of an exotic and serene escape. This history and the group's evolution create an aura of mystique and exclusivity around the brand.

Paucity :

Natural paucity : Some of hotel are situated in historical building like Shangri la in Paris located in a former palace built for Napoleon Bonaparte's grand-nephew

Technology : Shangri-La Circle is the app that as been created for the guest to facilitiate there stay.

Tactical :An example of collaboration for the Shangri-La hotel group is their partnership with the luxury champagne brand Veuve Clicquot. Together, they organized exclusive experiences, such as private champagne tastings in hotel suites or on terraces with breathtaking views, accompanied by gourmet dinners prepared by Michelin-starred chefs. (Shangri la Toronto)

Persona :

Various presidents, prime ministers, and royalty have stayed at Shangri-La hotels, especially during major international events such as the Shangri-La Dialogue, an annual security summit in Singapore.

Celebrities: Angelina Jolie and Brad Pitt have stayed at Shangri-La hotels during international events or film promotions.

Beyonce favourite hotel + Emily in Paris season 3 the restaurant have been used for the show

Placement:

Brand focuses on creating an environment that enhances the guest experience and reflects the brand's core values of luxury, tranquility, and exceptional service. Here are some key aspects of their placement strategy: Prime location, cultural integration, luxurious amenities.

PR :

Rooted in Nature is a Shangri La initiative, initiative was launched in 2014 to reduce environmental impact by supporting local agriculture, purchasing chemical-free produce, and sourcing free-range, organic, and fair-trade products where possible.

This year, Shangri-La Kuala Lumpur embarked on an Urban Farming initiative with CityFarm Malaysia in a Hydroponic farming technology collaboration. Urban farming can provide proven environmental benefits, as it reduces the local carbon footprint as food is consumed within the same geographical location.

Pricing :

Shangri-La is their tiered room categories and personalized luxury experiences, which reflect their premium positioning. Shangri-La uses value-based pricing

Additionally, Shangri-La offers seasonal packages and exclusive deals

References :

https://www.businesstoday.com.my/2023/03/27/shangri-la-kuala-lumpurs-rooted-in-nature-initiative/

https://harltonempire.com/2022/08/27/a-chic-summer-afteroon-at-shangri-la-torontos-exclusive-veuve-clicquot-patio/

https://girlwhotravelstheworld.com/where-do-celebrities-stay-in-paris/

https://en.wikipedia.org/wiki/Shangri-La_Dialogue

https://fr.wikipedia.org/wiki/Shangri-La_Paris

https://www.shangri-la.com/group/our-story/

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8P’s Pillars of brand marketing performance of Sheraton hotel 

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8P’s Pillars of brand marketing performance of Sheraton hotel 

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1. Performance: Sheraton, part of Marriott International, has a global presence with over 440 hotels in 70+ countries. Performance has been stable, focusing on both leisure and business travelers.

2.Pedigree: Sheraton is one of the oldest international hotel chains, founded in 1937. It’s The brand has evolved over time, maintaining a legacy of hospitality and quality service.

3. Paucity: Sheraton is a widely available brand, but within certain markets. This "paucity" is achieved in prime city centers, making it a preferred choice for business professionals and affluent travelers.

4. Persona: Sheraton has cultivated a professional, business-focused persona, catering to corporate travelers. It balances luxury and comfort, offering a functional, reliable experience that suits both business and leisure guests. Its brand persona is dependable, globally accessible, and moderately upscale.

5. Public Figures: Sheraton’s marketing strategy doesn’t typically involve endorsements by celebrities or public figures. However, the brand often partners with influential companies and participates in high-profile events (like hosting corporate conferences), which increases its visibility among professionals and industry leaders.

6. Placement: Sheraton location are strategically placed in key metropolitan areas, airports, and tourist destinations. Its positioning at airports and city centers plays a critical role in attracting transient guests.

7. PR: Sheraton’s public relations strategy focuses on enhancing the guest experience, such as its “Sheraton 2020” campaign. Their focus on corporate partnerships and loyalty programs, like Marriott Bonvoy, strengthens customer retention.

8. Pricing: Sheraton is positioned as a mid- to upper-tier brand. In metropolitan areas, Sheraton often prices itself below luxury brands but above economy hotels, appealing to business travelers looking for good value.

Emotional Value and Market Standing

Sheraton's emotional value contributes significantly to its market standing. For frequent travelers, especially business professionals, Sheraton represents reliability and comfort. Many guests feel emotionally connected to the brand through loyalty programs and consistent service standards. This emotional connection is reinforced by its global presence, making it a "home away from home" for travelers.

Physical vs. Functional Attributes in a Successful Hotel Brand

Physical attributes (such as design, ambience, and luxury amenities) are crucial for luxury hotel brands like The Ritz-Carlton or Four Seasons. These hotels distinguish themselves by offering elegant designs, exclusive services, and high-end aesthetics, appealing to affluent customers who value a premium, physical experience.

Functional attributes (such as convenience, consistent service, and practical amenities) tend to be more critical for mid-tier brands like Hilton Garden Inn or Hampton by Hilton, where guests prioritize functionality over extravagance. These brands are designed for business travelers or families who need reliable, efficient services

For a successful hotel like Sheraton, both physical comfort and practical features matter, but its main customers value reliable services over luxury. Sheraton’s presence in business hubs and its focus on professionals show that practical elements build loyalty. In contrast, The Ritz-Carlton focuses on luxury, while budget brands like Hampton by Hilton prioritize practicality, making the balance between physical and functional features depend on the brand’s target audience.

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CUTE TIGERS 🐯raurrrrr (Team2)8P’s Pillars of brand marketing performance of Sheraton hotel 

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CUTE TIGERS 🐯raurrrrr (Team2)8P’s Pillars of brand marketing performance of Sheraton hotel 

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Pricing Strategy Considerations for W HOTEL

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Pricing Strategy Considerations for W HOTEL

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1. Quality: Maintain W’s reputation for high-end luxury and cutting-edge design, such as the signature “W Living Room” (instead of a traditional lobby), which serves as a stylish social hub.

2. Customer Value: Offer unique experiences like exclusive rooftop bars or curated events (e.g., W’s music and fashion partnerships), providing added value beyond just a stay.

3. Quality Builds Loyalty: High-quality, personalized service, such as the “Whatever/Whenever” concierge service, encourages guests to return. Coupled with Marriott Bonvoy loyalty points, this boosts customer retention.

4. Differentiation: Stand out with bold, avant-garde designs and features like the W’s “Wet Deck” pool parties or DJ-driven nightlife, which make W Hotels a destination, not just accommodation. This allows W to charge premium rates compared to traditional luxury hotels.

5. Consistency: Across all locations, W Hotels must deliver the same trendy, vibrant atmosphere. For example, whether in Barcelona or Bali, guests expect a mix of modern design and localized cultural flair, like signature cocktails at the “W Lounge” inspired by the city’s culture.

6. Digital Channels: Ensure seamless booking through the Marriott app, which allows guests to personalize their stay by selecting preferences for room features or requesting in-room services before arrival. Integration with mobile check-in and room keys enhances the guest experience.

7. Entry-Level Product: Attract more customers by offering off-peak promotions or smaller “Wonderful Rooms” at lower prices. For example, offering special weekend deals for city stays or “Staycation” packages, making the brand accessible while retaining its luxury feel.

8. No Cost Cutting: Avoid compromising on design or service quality, even when optimizing operations. For instance, instead of reducing staff, use technology (such as W’s in-room Alexa voice assistants) to enhance the guest experience without cutting corners on service.

Geographic challenges

1. Different cultures

2. Transportation

3. Environment, bugs, spiders

1. Understand the culture

2. Pick-up and drop-off

3. Pay attention to disinfection

Discuss the importance of strengthening the relationship between the sales force and the hotel brand. What are some effective strategies to enhance this commitment?

Key strategies to enhance the relationship between hotel salespeople and the brand include brand building, personalized experiences, social media marketing, green marketing and technology empowerment.

1. Brand building: Establish a strong brand image and improve the confidence and professionalism of sales staff.

2. Personalized experience: improve satisfaction and loyalty by meeting the unique needs of customers, and use big data and intelligent technology to provide customized services.

3. Social media marketing: Cooperate with influential figures to create topics, attract young consumers, and increase brand exposure.

4. Green environmental marketing: Implement environmental protection measures to attract customer groups that value sustainable development and enhance brand image.

5. Technology empowerment: Use intelligent technology to improve service efficiency and improve customer experience.

Role-play a scenario where you are the sales manager of a luxury hotel. Develop a plan to boost sales force engagement and pride in the brand:

As the sales manager at W Hotel, introduce a plan to boost sales force engagement and pride in the brand by:

1. Aligning with the Brand Vision: Daily "Brand Moments" huddles to connect with W Hotel’s values and guest stories.

2. Enhanced Training: Offering advanced CRM training, product refreshers, and "shadow days" with top performers.

3. Recognition and Incentives: Launching a "Top Performer Program" with monthly rewards, including a luxury weekend stay and company-wide recognition.

4. Empowering the Sales Team: Providing autonomy to make decisions and personalize guest experiences.

5. Open Feedback: Holding monthly forums for feedback to ensure the sales team's voices are heard and supported.

You encourage the team to feel passionate and proud of representing W Hotel.

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Brand Physique: lion is the king of the animal, while the crown brings nobility and royalty.

The four colors are red, Grey. Gold and red.

Blue-calmness and stability

Grey -neutral and balance

gold-luxury and wealth

red-energetic and passion

combining this kind of image the customer perception as a reliability and luxury, brings as strong brand, symbol as a high-class luxury.

Relationship mode -faster and emotional connections with a guest .

combinations -formality and warms.

creating uniqueness ,personalize experience and good atmosphere .

Customer reflected image- customer reflects image ,sophiscation , success appeal, rich, attract t the people to associate themself.

internal factors:

personality to create, unique and memorable.

while manpower experience, feels their difference stronger emotional connections to the brands.

commit to express their local culture-French luxury heritage and international quality.

promises-I Will have the best finest luxury experience possible.

External dimension:

1. Focus on the main customer groups (high-end people, wealthy tourists)

2. Focus on other similar hotel brands and look for differentiated features

3. The brand image (logo, color, architectural style) can convey to customers

Internal dimension:

Interaction：

Communicate more with the customer when they are in spare time So that we can learn their details like hobby or problem etc.

Culture：

the main core： Health 、Green、Sustainability.

Everything we provide for the customer must be healthy.

try best to reduce the wastage（food water electric etc）

Self positioning：

Know WHO you are.

The more you learn about yourself in a luxury hotel，The clear your goals are，The better you will do!

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Group four, handsome men and beautiful women are talented😍😍😍😍 ( W Hotel )

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2. GROWTH STAGE OF SHERATON HOTEL (RAWRRR)

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2. GROWTH STAGE OF SHERATON HOTEL (RAWRRR)

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NURUL FATIN SHAZWANI

MAHNOOR HAFEEZ

LENNIE

ANDREW

ZHAO

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Second part : https://share.icloud.com/photos/0e674HgcTJ7qQcmD88AHsENAw

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View, organize, and share photos and videos with iCloud Photos on the web. Changes will sync across your devices with iCloud.

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What strategies can brands employ during the introducation stage to mitigate the high risk of 

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What strategies can brands employ during the introducation stage to mitigate the high risk of 

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Strategies who can brands employ during the introduction stage.

High promotional expenditure :

Didi Chuxing invested heavily in subsidies and advertising in the early days of promoting its ride-hailing service. Didi Chuxing quickly increased its brand awareness by launching massive advertising campaigns on subways, bus stops and online platforms in major cities. At the same time, it launched a large amount of discounts and coupons to attract consumers to try its online ride-hailing service. This large-scale promotional spending helped Didi Chuxing quickly occupy a large amount of market share in the ride-hailing market, and effectively improve user stickiness, laying its leadership position in the ride-hailing industry.

money back guarantees :

Jd.com has launched a "7-day return for no reason" service in the e-commerce sector, a relatively early large-scale refund policy in China's e-commerce market. After purchasing a product, if the consumer is not satisfied with the product, he can return it within 7 days without reason. Especially in the sale of high-priced goods such as home appliances and electronic products, the policy has greatly enhanced consumer confidence and reduced concerns about online shopping. Through this money-back guarantee, JD.com has effectively improved customer satisfaction and trust, enabling it to stay ahead of the fierce e-commerce competition.

Personal contact with buyers:

Brands could organize events or in-person demonstrations to establish a direct connection with consumers.

For example, in 2019, Four Seasons Pop Down Hong Kong was held at the Warehouse TERRADA. The event featured a multi-sensory experience with creations from Four Seasons chefs and mixologists, artistic floral displays, and musical performances. It was designed to engage local influencers, media, and VIP guests, allowing them to experience the brand’s signature luxury in a unique and interactive setting.

https://www.youtube.com/watch?v=zoZJjX9Yto0

Distribution has to be extensive for items of daily use or limited for luxurious goods :

Limited Distribution: Hermès products are available in Hermès boutiques located in exclusive locations around the world. The brand does not sell its products online, which adds to its exclusivity.

Waiting List: For iconic items like the Birkin bag, there is often a waiting list, making the acquisition of these bags even more desirable and prestigious.

Discuss the importance of promotionnal expenditure :

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Expect the Unexpected | Four Seasons Pop Down Hong Kong

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Decline and Relaunch strategies of Lego Brand

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Decline and Relaunch strategies of Lego Brand

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First part : https://share.icloud.com/photos/0caqDGD09bFA7cmPbSwiWSNYQ

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View, organize, and share photos and videos with iCloud Photos on the web. Changes will sync across your devices with iCloud.

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Each hotel has its own fan, which can be sourced from two sources: antique fans, bought at auctions, or custom-made by artists.

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1974 Mandarin Hotel International Limited was established to manage its Hong Kong hotel business and expanded into an Hotel International hotel group, including the acquisition of Oriental Hotel in Bangkok, Thailand.

1985 Reorganized as "Mandarin Oriental Hotel Group"

On June 8, 1987, it became a listed company in Hong Kong under the name of "Mandarin Oriental International Limited".

1987 Opened the first US hotel in San Francisco

In 1995, was transferred to a listed company in New York and Singapore.

September 1998: The location of Mandarin Oriental's headquarters was changed.

In 2003, the "Mandarin Oriental, New York" hotel opened in the Time Warner Building, and the first "Mandarin Oriental Hotel Residences" opened above the hotel, consolidating the brand's position in the American market.

On 20 January 2009, Shun Tak Group and Mandarin Hotel Group sold their 50/50 stake in Mandarin Oriental Macau to Macau Tourism & Entertainment Joint Stock Company for HK$1.6 billion, resulting in an after-tax profit of US$75 million, or HK$580 million

In August 2009, Michelin-starred Heston Blumenthal opened a restaurant at the Mandarin Oriental Hotel in Hyde Park, offering 24-hour room service to its guests. Blumenthal's award-winning restaurant, The Fat Duck, is known worldwide. The programme will be unveiled in autumn 2010 at the award-winning Mandarin Oriental Hotel in London's Hyde Park.

In February 2010, the Group took over a luxury resort hotel in the capital of the United Arab Emirates, marking its official entry into the Middle East.

It entered the Paris market in 2011 and is located in a prime location on Rue Saint-Honoré.

In May 2015, a joint venture was established with the Saudi Arabian multinational group The Olayan Group to acquire the Hotel Ritz in Madrid

In 2016, Mandarin Oriental Boston opened at a price of US$140 million. The hotel has 148 rooms with a unit price of US$945,946, setting a record for the highest hotel room price in Boston.

In 2017, we took over the hotel in Santiago, Chile and named it Hotel Santiago, the group’s first hotel in South America.

In 2018, it took over castaDiva Resort & Spa in Italy.

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Video link: https://youtu.be/jtj0MWv4SDE

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Achieving Service Excellence Through Brand Management & Brand Communication 

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Achieving Service Excellence Through Brand Management & Brand Communication 

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Group 1: Emotional Explosion – Building Emotional Connections

Task: Develop an emotional branding strategy for a fictional hotel.

Activity: Identify the dominant emotion that the brand should evoke (e.g., comfort, nostalgia, luxury) and create a marketing campaign (e.g., slogans, social media posts, advertisements) that communicates this emotion. Consider sensory, affective, intellectual, and behavioral dimensions of brand experience as described in the study book.

Outcome: Present a visual or multimedia campaign, explaining how these emotional elements would differentiate the hotel and connect with customers.

Group 2: From Function to Emotion – Transitioning Hotel Services

Task: Transform the hotel's functional features into emotional experiences.

Activity: Choose three key services (e.g., room comfort, dining, customer service) and reframe them into emotional value propositions. For instance, turn “comfortable rooms” into “memories created” or “a home away from home.”

Outcome: Present service descriptions and marketing material that shift focus from features to emotions, explaining how these shifts would attract emotionally driven customers.

Group 3: Brand Persona – Crafting the Hotel’s Personality

Task: Create a brand persona that embodies the hotel’s core values and appeals to its target audience.

Activity: Design a fictional character or mascot that represents the hotel’s brand persona. Detail the personality traits, values, and unique selling points of this character. Consider how the persona will appeal to guests, partners, employees, and media as mentioned in the study book.

Outcome: Present a character profile and role-play scenarios (e.g., customer interactions) demonstrating how the persona reinforces the brand’s message and creates guest loyalty.

Group 4: Brand Touchpoints – Enhancing Guest Experience

Task: Map out the guest journey and identify key brand touchpoints.

Activity: Define five critical touchpoints during the guest's experience with the hotel (e.g., booking process, check-in, room service, post-stay engagement). For each touchpoint, propose strategies to ensure a positive and memorable brand interaction.

Outcome: Present a journey map illustrating the touchpoints and detailing how each will contribute to brand loyalty and a distinct guest experience.

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https://www.canva.com/design/DAGTvN10Bk8/qbIqxFZzc85wqbFlWtDNsw/watch?utm_content=DAGTvN10Bk8&utm_campaign=designshare&utm_medium=link&utm_source=editor

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Teal and White Minimalist Resort Promotion Video

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GROUP 3: Aloft hotel robotic experience.

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GROUP 3: Aloft hotel robotic experience.

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.Design concept: This Mascot design for Aloft hotels represents their modern, Tech-savvy and youthful brand identity through choosing the robot as the mascot.

The robotic eyes represent the embrace of the technology and innovations. It got its key features like keyless entry and smart rooms. Technology friendly: THE MASCOT of aloft we name it as Al-bot, which will represent the aloft and robot. The smart device focus on connectivity and convenience for its tech-savvy guests

.

The present color: The bright colors are drawn from aloft vibrant palette. as it represents the lively energetic atmosphere of their social spaces, while the casual scarf reflects the trendy and youthful clientele aloft attracts.

Cartoon image: For this mascot, we adopt a cartoon image design to highlight friendliness and affinity

Facial features design: highlight softness and roundness, especially the eyes are designed to be large, round and bright. Adding an oversized scarf makes people feel like a plush toy. It is attractive to all ages, especially among teenagers and minors.

Color design: The soft purple color gives people a sense of youth and vitality, full of upward power and an irresistible feeling. And this cartoon image is consistent with modern technology and hotels.

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Front office:

From function to emotional transitioning of hotel services: Key service: Personalized check-in with a welcome drink and a dedicated staff member to assist. Emotional Value Proposition: "A Warm Welcome That Feels Like Returning to Family" How it will transition to emotional value: Guests feel welcome and comfortable, like they’re part of the hotel’s family. This creates a personal connection, making them feel valued and cared for from the moment they arrive. Greeting with a Smile: As soon as guests arrive, warmly greet them by name, offering a friendly smile and eye contact to make them feel special. Offer a Welcome Drink: Present a complimentary welcome drink, tailored to their preference if known (e.g., fresh juice, tea, or a local specialty). This adds a personal touch and refreshes them after their journey. Dedicated Staff Member: Assign a specific staff member to assist the guest from check-in to the room, answering any questions and providing personalized attention to make the process smooth and enjoyable.

Rooms:

Functional Description: Rooms equipped with high-quality beds, plush linens, and soundproofing for restful sleep. Personalized services, for example, free cake& giftcard when customer is having birthday. Marketing Focus: Instead of focusing on the physical features of the room, emphasize the emotional release and peace that guests experience. Guests aren’t just staying in a room—they’re retreating from the stresses of daily life to a place of calm and rejuvenation. Outcome: Guests are no longer choosing the hotel just for a comfortable bed; they are selecting a serene, restorative retreat with thoughtful hidden surprises.

Dinning:

Functional Implementation Dinning Diverse Menu Offerings and Clear Labeling Curate a menu that includes various cuisines and dietary accommodations (vegan, gluten-free, nut-free, etc.) to cater to all guests. Clearly label dishes with dietary information and ingredients to make it easy for guests. Emotional Engagement Personal Touch Descriptions on the menu that tell the story behind each dish, highlighting local traditions, ingredients, and cultural significance. Train staff to share stories about popular dishes or the inspiration behind new menu, creating a personal connection between the guest and the food. Emotional Value Delivery TASTING MENUS Offer tasting menus that allow guests to sample multiple dishes, framing it as an adventure that takes them on a culinary journey.

Therefore,personalizing and warmhearted welcome,decorated and high-quality room and functional and emotional engagement restaurant.The selling point of our hotel are well-designed service process.

NURUL FATIN

MAHNOOR HAFEEZ

ANDREW

ZHAO

LANNIE

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NURUL FATIN

MAHNOOR HAFEEZ

ANDREW

ZHAO

LANNIE

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Hotel Touchpoints – Enhancing Guest Experience

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In the fast-paced and highly competitive hospitality industry, having a strong hotel brand personality is not just an option; it's a necessity. It's the secret ingredient that sets your establishment apart from the crowd, fuels guest loyalty, and propels your business to new heights. = SEERA REBECA

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Four Seasons has implemented a system where guest preferences are tracked across the chain's hotels.

If a guest stays at Four Seasons in Paris and mentions their preferred pillow type, this preference will be noted and automatically applied during their next stay at another property, say in Tokyo. Furthermore, employees are trained to discreetly observe and respond quickly to needs without being intrusive. For instance, after a long meeting, a guest might be served their favorite tea without having to request it. = Loyalty and differenciation LANA LOUISE MALLEN

St. Regis Hotels & Resorts uses its signature butler service to deliver highly personalized experiences. Guests are assigned personal butlers who track individual preferences, like room layout, morning coffee, or favorite amenities. These details are saved across the brand’s locations, ensuring consistency and familiarity. For example, if a guest enjoys a specific brand of tea, it will be waiting upon their arrival at any St. Regis hotel worldwide, creating a sense of exclusivity and building guest loyalty. MAHNOOR HAFEEZ

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Brand Manifestation & Brand Personification 

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Brand Manifestation & Brand Personification 

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Debate on the Necessity of Brand Personification in the Hospitality Industry:

Question: Is brand personification essential for creating meaningful customer relationships in the luxury hotel industry? Consider both the potential benefits, such as emotional engagement and trust-building, as well as potential drawbacks like over-personalization or misalignment with target audiences.

Activity: Divide students into two groups—Pro-Personification and Against-Personification. Each group will prepare arguments for or against the necessity of brand personification in luxury hotels, using real-world examples from successful and unsuccessful brand communication strategies. After the debate, the class will vote on which side presented a more compelling case.

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In the luxury hotel industry, the necessity of anthropomorphic brand has become a controversial topic. The personality of the brand is to give a brand similar to human characteristics in order to establish a stronger emotional connection with customers, and in some cases, it will help improve brand loyalty. However, this strategy is not suitable for all brands or all target audiences. However, although brand anthropomorphic has many potential advantages, I think it is not a necessary strategy for brand communication in the luxury hotel industry.

W Hotel has tried to attract young, fashionable and wealthy consumer groups through humanity. It creates a brand image full of vitality, personality and modernity, trying to show the "cool" and "young" personality. This anthropomorphic strategy is designed to allow brands to integrate with fashion culture. Through unique design styles, active social activities, and even personalization of brand language to attract consumers who seek luxury and personalized experience.

However, this excessive personalization ultimately caused the brand image of W Hotel to be blurred. For some customers who pursue traditional luxury experience, the "personalized" style of the W Hotel is too casual and does not meet their expectations for luxury hotels. Some consumers want to get elegant, high -end, and meticulous services in luxury hotels, rather than the "self -expression" that overexposed the brand's excessive emphasis on individual characteristics. Therefore, the image of W Hotel is confused among some customer groups, especially when compared with more traditional luxury hotels (such as Ritz -Calton or Four Seasons Hotel), its brand cannot be consistent and consistent as the latter. Clear high -end positioning.

This case shows that excessive anthropomorphicization may cause the core luxury characteristics of the brand to lose its focus, resulting in inconsistency of customers' awareness and expectations for the brand, which affects customer loyalty and market positioning. Therefore, for luxury hotels, excessive brand anthropomorphicization may blur its original brand image and cannot effectively meet the expectations of all customers, so I oppose the hotel's anthropomorphic.

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Against-Personification(CHENG YINGKUI 0371495）

Branding may cause inconsistency

Luxury hotels serve a diverse group of people. Different cultures, different ages. When a brand has a certain personality, such as a young and energetic image, it may only attract young people and not work for older guests who seek luxury experience.

The success of Four Seasons Hotel is that it does not rely on anthropomorphic brand image, but focuses on high quality and detail-oriented service, which is real.

Moreover, no matter how good your brand image is, can you guarantee that the service you provide to customers is consistent with your brand image?

Although you support the idea of ​​anthropomorphism, luxury customers usually prefer low-key elegance and sophistication rather than emotional interaction with characters. They are more likely to appreciate the elegant atmosphere and luxurious and excellent service rather than brand personality.

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Read the articles on How Luxury Brand can beat Counterfiets and based on the lecture try out the following;

Group 1 & 3 Brand Registration and Renewal: Why is it crucial for luxury brands to register their trademarks by country and class, and what are the potential legal issues that can arise from neglecting registration rights? Discuss with examples, such as the Lacoste brand's legal challenges in Hong Kong and China. Suggested Format for Answers;

1. Introduction:

Briefly explain the importance of trademark registration for luxury brands.

Briefly explain the importance of trademark registration for luxury brands.

Trademark is a sign represented graphically capable of distinguishinga good or service from another.

Trademark registration allows you to obtain exclusive rights (monopoly) as follows:

1. Use the ® symbol next to your mark

2. Distinguish your goods or services from others.

3. License it to third parties

4. Sell it for profit

5. Use it to raise equity for business undertakings

6.To protect the brand's identity, prevent others from using similar names or designs, and to         maintain the brand's exclusivity and reputation.

7. Avoiding Unnecessary Rebranding which is costly.

8.Building value

9.Protection against competition

10.Legal protection simplifies legal processes

Mention the potential legal issues that can arise from neglecting registration rights.

Importance of Trademark Registration:

Discuss the necessity of registering trademarks by country and class.

Explain how registration helps in protecting the brand's identity and legal rights.

Potential Legal Issues:

Describe the legal challenges that can arise from neglecting registration rights.

Provide specific examples, such as the Lacoste brand's legal challenges in Hong Kong and China.

Conclusion:

Summarize the key points discussed.

Emphasize the importance of proactive trademark registration and renewal.

Group 2 & 4 Combating Counterfeits

Strategies Against Counterfeits: How do counterfeits impact the brand heritage and DNA of luxury brands, and what effective strategies can luxury brands implement to prevent counterfeiting? Provide examples of successful anti-counterfeiting measures taken by luxury brands.

Suggested Format for Answers:

Introduction:

Briefly explain the impact of counterfeits on luxury brands.

Mention the importance of implementing effective anti-counterfeiting strategies.

Impact of Counterfeits:

Discuss how counterfeits affect the brand heritage and DNA of luxury brands.

Explain the potential damage to brand reputation and customer trust.

Effective Anti-Counterfeiting Strategies:

Describe various strategies luxury brands can implement to prevent counterfeiting.

Provide examples of successful anti-counterfeiting measures taken by luxury brands.

Conclusion:

Summarize the key points discussed.

Emphasize the importance of continuous efforts to combat counterfeiting and protect brand integrity.

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For years, the luxury industry has waged a battle against counterfeiters. It has invested heavily in ultra-sophisticated tech solutions which use the latest advances in nanotechnology, internet of things (IoT), and AI to authenticate products. It lobbies governments to extend enforcement bodies' powers to seize and destroy fake goods, to prosecute buyers and dealers, and to block access to websites that sell counterfeit goods. And then there are the lawyers: LVMH alone employs at least 60 lawyers and spends $17 million annually on anti-counterfeiting legal action.

These efforts are not paying off. The total trade in fakes is estimated at around $4.5 trillion, and fake luxury merchandise accounts for 60% to 70% of that amount, ahead of pharmaceuticals and entertainment products and representing perhaps a quarter of the estimated $1.2 trillion total trade in luxury goods. Digital plays a big role in this and perhaps 40% of the sales in luxury fakes take place online, as today's counterfeiters milk the ubiquity and anonymity of the internet space to the last drop. For every e-commerce platform like Alibaba that cracks down on fakes, a new one emerges that allows goods to be shipped directly from manufacturers.

So what should luxury goods companies be doing instead?

To answer that question, we interviewed 32 professionals across four panels: luxury executives, representatives of luxury industry associations, experts on anti-counterfeiting from academia and the public sector, and executives from the music and pharmaceuticals industries, which have been more successful than luxury goods firms in fighting against counterfeiting.

What we hear suggests that luxury firms' failure to contain the growth in counterfeiting is rooted in a hollowing out of their brands. Many luxury brands have become symbols of status and privilege but not much else. The emphasis across the industry has been on signaling rather than delivering luxury; intangible over tangible product attributes; and the logo over all other markers of quality.

This philosophy has been consistently applied to supply chains, manufacturing, and pricing: By relocating production to low-cost countries, luxury firms severed the centuries-old association of luxury goods with their historical places of origin. The outsourcing also led to relaxed control over supply chain, design ,and manufacturing just as counterfeiters were putting unprecedented pressure on each of these processes.

At the same time, in spite of the cost savings, luxury products' sticker prices have risen dramatically. At first, the idea was to cushion the impact of the growing traffic of Chinese tourists buying abroad and reselling at home. But the hikes escalated rapidly and by 2014, a Chanel handbag cost 70% more than it had just five years earlier. Other brands followed suit, raising prices at more than twice the rate of the mainstream market. Buoyed by initial success of this pricing strategy, many firms also phased out their more affordable, entry-level brands. Case in point: Dolce & Gabbana in 2012 discontinued its profitable but less expensive D&G brand.

As a result of these developments, luxury brands have become disconnected from their physical products, which reduces customer concerns about buying fakes. Does spending $2,500 on a branded good made in China look smart when you can get a made-in-China fake version (possibly from the branded company's supplier) that looks pretty much the same? The anonymity of the new digital distribution networks for fakes only makes the decision easier.

This suggests that luxury sector's solution to the counterfeiting challenge lies less in fighting counterfeiters and more in rediscovering what made the brands great in the first place.
Coming Home
To begin with, luxury companies need to reconnect with their roots. Much of luxury brands' authenticity comes from their roots in, and intimate links with, a particular country or region. Healthy, authentic brands have celebrated and romanticized these links. They have actively taken up the mantle of stewards and local community leaders. More recently, striving to make counterfeiting socially unacceptable has led luxury firms to start thinking about what they stand for.

Family firms are particularly good at communicating how they align their internal ethos with external values. Take the case of Italian cashmere and luxury sportswear maker Brunello Cucinelli, with 2017 sales of over $600 million. Launched in the 1970s as a one-man operation, it now employs 500 staff in historic home of Solomeo near Perugia. Run with a management style of "radical kindness" to employees, the company is devoted to the renovation and cultural preservation of the local community. In addition to refurbishing the town's infrastructure and heritage monuments, the company has set up a free school to teach traditional skills, including tailoring. The long-standing commitment to its home region and its people is what underpins the founder's vision of a "humanistic enterprise" and humanistic modern capitalism.

There are tangible advantages in reshoring as well. If they bring manufacturing back to their home countries where stricter controls are easier to implement, Louis Vuitton, Gucci, and Burberry can better control supply and distribution issues that have facilitated counterfeiters. They can, for example, more easily prevent factory overruns, where offshore suppliers manufacture more goods than a brand has commissioned, and then distribute the surplus products through alternative distribution channels directly to customers.
Going Beyond the Logo
At a time when weekend markets all over the world are awash with luxury logos printed on cheap T-shirts and shopping bags, it may be hard to believe that the original Chanel 2.55 flap bag sported no logo at all. It was the quilted stich and the diamond or herringbone pattern that said "Chanel." Yet for 60 years, the bag has been considered timeless and essential. Similarly, Max Mara's wool-and-cashmere 101801 Icon coat remains a logo-less classic that has hardly ever been copied.

There's a message here: logos are easy to knock off, but good craftsmanship isn't. To make fakes less attractive to consumers, luxury firms will need to emphasize a style and quality that is tough to replicate and is independent of the logo. Emphasizing traditional craftsmanship, handmade components, and heritage techniques is a powerful way of infusing a brand with authenticity.

LVMH is one brand that has been going down this route. In October 2018, it held the fourth edition of its series of open-door events known as Les Journées Particulières. Launched in 2011, this initiative showcases LVMH's architectural and cultural heritage alongside the savoir-faire, creativity and artisanal excellence of its "Houses." The group i nvited the public to 77 locales across 14 countries and five continents. They included workshops, wine cellars, private mansions, family homes, historic stores and other venues, half of which were previously closed to the public. A total of 180,000 visitors attended talks, masterclasses, practical demonstrations, and flash-mob gatherings.
Revisiting the Customer Connection
It's also high time for many luxury goods companies to reboot their assumptions about customers, because their customers are evolving. Increasingly the new rich of today are Millennials, and their ethics and tastes are rather different from those of their parents. There is shift in emphasis to experience, sustainability, and sharing from products, consumption, and exclusivity.

Some luxury brands are changing their strategies accordingly. Kering, the group owner of Gucci, Balenciaga, and Yves Saint Laurent, has been steadily raising the proportion of renewable raw materials in its products, from biodegradable glitter to fabrics made from seaweed and orange fibers. Its eyewear division, for example, has partnered with an Italian bioplastics firm to create a range of biodegradable frames. The group has also introduced " environmental P&L" into its business model, signaling an industry-wide shift in practice. The response from consumers has been favorable: Yves Saint Laurent, for example, now does 65% of their business with Millennials.

Post-sale services such as alterations, maintenance and repair, as well as the booming trade in "pre-owned" luxury items, are all promising areas for luxury goods companies to explore. An early pioneer in this respect is Audemars Piguet, which in 2018 announced plans to launch a second-hand watch business. If executed properly, this kind of strategic move can help a luxury firm take control over its products throughout their lifecycles. It can also change the economics of buying a fake by offering consumers more affordable but still genuine options.

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How Luxury Brands Can Beat Counterfeiters

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For years, the luxury industry has waged a battle against counterfeiters. It has invested heavily in ultra-sophisticated tech solutions which use the latest advances in nanotechnology, internet of things (IoT), and AI to authenticate products. It lobbies governments to extend enforcement bodies' powers to seize and destroy fake goods, to prosecute buyers and dealers, and to block access to websites that sell counterfeit goods.