Executive Summary - caseyrollinson.com · Web viewThis report explains the implementation of the...

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Presented by Casey Rollinson, Elephant & Castle Hotel

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Executive Summary This report explains the implementation of the 2017-2018 marketing strategy for the Elephant and Castle Hotel Bathurst. The objectives within this marketing plan will be to attain a 5% increase in revenue over a 12-month period through focusing on events and alcohol products.

The Elephant and Castle is the oldest standing pub in Bathurst and has managed to withstand the temporal environment of Bathurst. The Elephant & Castle will continue to conquer this through providing a fun, unique and tailored experience to all patrons, through being adaptable and creative within all aspects of the Hotel and Bistro.

Research has identified two target markets. The first is the Look @ Me’s, who are both male and female aged 18-24. The second target market are the Wine & Dines, also male and female aged 25-44. Competitors targeting similar markets include The Oxford Hotel, The Edinboro Castle Hotel, The Kings Hotel, Rafters and Church Bar.

Collaborating with TakeOver will provide our customers with a consistent Saturday night event, creating habitual consumer behaviour. Being unique is what made the E&C popular, and so through being more unique with events and alcohol products will ensure the Elephant & Castle stay ahead of potential threats and remind consumers why they love the E&C.

A Value Chain Diagram Analysis (pg5) has been provided to outline the primary and secondary activities contained within the plan.

Total Quality Management (TQM) is a management approach that encompasses all staff and is primarily used as a long-term strategy to improve overall customer service by making all staff accountable and responsible for individual performance growth. Top-down management approach is the traditional, vertically linear hierarchy of a business where the top of the chain makes decisions that are enforced down the line.


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Due to the small size of the Elephant and Castle, and the central focus on improvement of staff performance, and overall consumer experience, the Total Quality Management approach has been identified as the most effective approach to achieve the marketing strategies goals.

A focus on innovation remains prevalent in the Elephant and Castle. An increase in the communications through social media, with the inclusion of new ideas, as well as the promotion of current offerings will strengthen the offering for consumers and further build the Elephant and Castles’ strong brand image.

Management need to act as examples for staff, always reflecting the companies’ culture in their attitude and behaviour. The inclusion of a performance-based, incentive driven staff evaluation program will allow a measurable indication of staff performance and set a standard for all staff to follow.

A positive attitudinal change on the Facebook page that acts as the staff’s main communication HUB sets the tone for staff to act within the workplace. Continuing to reinforce positivity to staff through this forum will boost staff morale, and in turn staff performance.

Finally, a Marketing Dashboard (pg 12) has been included to highlight the key influential figures in the implementation of the changes within the marketing plan, what their responsibilities are and when they are expected to achieve these responsibilities.

“There’s no place for a sad face at the Elephant and Castle” (Elephant & Castle Hotel, 2017)


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Table of ContentsExecutive Summary....................................................................................11. Introduction..........................................................................................42. Strategic Analysis.................................................................................5

2.1 Company Summary......................................................................................52.2 Overview of ownership.................................................................................62.3 Locations & Facilities....................................................................................72.4 Management Team......................................................................................82.5 Strengths / Weaknesses Analysis.................................................................9

3. Product Analysis.................................................................................103.1 Product mix................................................................................................103.2 Sourcing.....................................................................................................113.3 Distribution................................................................................................123.4 Technology.................................................................................................13

4. Market Analysis..................................................................................144.1 Macro Environmental Factors.....................................................................144.2 Market Segmentation.................................................................................154.3 Industry trends...........................................................................................164.4 Market size / growth...................................................................................174.5 Customer profile/ Target Market................................................................184.6 Competitor Analysis...................................................................................194.7 O/T Analysis...............................................................................................25

7. Resource Allocation..............................................................................277.1 Value Chain Analysis Diagram...................................................................277.2 Approaches to Integrating Marketing Strategies........................................287.3 Innovative Strategies & Promotional Strategies.........................................307.4 Social media strategy.................................................................................32

8. Action Plan............................................................................................348.1 Integration of Marketing Strategy..............................................................34

9. Implementation plan.............................................................................359.1 Marketing Dashboard.................................................................................36

10. Conclusion...........................................................................................3711. References..........................................................................................3812. Appendix.............................................................................................40


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1. Introduction

In the past 12 months the Elephant and Castle Hotel has managed to strengthen their brand image within the Bathurst and surrounding area, increase their loyal brand community and improve the overall experience offered to consumers.

The purpose of this marketing plan is to further improve the offering for consumers from the Elephant and Castle Hotel, to solidify them as market leaders in the local bar/nightclub industry.

A Value Chain Analysis Diagram has been analysed and included to identify the businesses overall marketing activities, and an implementation plan for the proposed marketing strategy has also been included. A strategical marketing approach has been used to develop an integrated marketing plan that encompasses all departments and services of the venue.


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2. Strategic Analysis

2.1 Company Summary

The Elephant and Castle Hotel (E&C) was established in 1849 and was originally called the Elephant & Castle Inn. It is the longest standing pub within the Bathurst region, which only adds to its charm. The E&C is now a family owned business they offer unique, quirky and innovative events, drinks and food. “There’s no place for a sad face at the Elephant & Castle” (Elephant & Castle Hotel, 2017). The Elephant & Castle Hotel is located at 35 Keppel Street, Bathurst, New South Wales, Australia. Due to its early establishment it has been built on the values of fun and community. Late night entertainment is what the Elephant & Castle Hotel does best, utilising live bands, DJs and external brands is what has always made the E&C the ‘locals’ choice.

Being family run is important to the Elephant & Castle Hotel’s brand. This sense of family spreads out to not only staff but consumers and helps make their brand seem more trusted, creating a genuine connection between the business and their consumers creating more loyal and engaged consumers. Having a trusted brand will assist in the strategic plan as consumers will be more accepting to new brand elements or errors.

The Elephant & Castle has grown through innovation, culture and believe “Through staying true to our company’s culture, being innovative and non-competitive we will withstand any potential threats”.


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2.2 Overview of ownership

Name: Elephant & Castle Hotel. ABN: 42154828289Registered in: New South Wales Company type: Hotel/Restaurant Date of Establishment: 1849, making it the oldest pub in Bathurst.Registered address: 35 Keppel Street, BATHURST NSW 2795.(Elephant Castle Hotel, 2017)


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2.3 Locations & Facilities

The Elephant & Castle Hotel falls within the hospitality industry, with their primary revenue sources being provided through alcohol, food sales and gaming facilities. Friday nights events, THRONE and LUNA have reminded the consumer of how the E&C is the place to be and have successfully solidified themselves as the on-trend Friday night venue (see appendix 1). Due to this success the Elephant & Castle Hotel have started to branch into the Saturday night market utilising an external event, TakeOver to help build a customer base for Saturday nights.


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2.4 Management Team

The current owners of the Elephant & Castle Hotel are Campbell Gibson and Annette Amerio. The Marketing Director is Casey Rollinson, and the Manager is Hika Heimoana (Elephant & Castle, 2017). As a team they focus on continuously improving and believe through innovation and a strong culture amongst those in positions of influence, as they believe this culture will flow down through everyone involved and associated with the Elephant & Castle.

“Implement a culture of business innovation and new ideas with employees. Innovation thrives in a culture that is not afraid of risk-taking, promotes the value of experimenting, is adaptable and rewards enterprise. Innovation usually comes from the top level of the business” ("Develop a strategy for innovation", 2018)


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2.5 Strengths / Weaknesses Analysis

The Elephant & Castle Hotel’s main strengths lie within their events and alcohol products.

Strengths: Internal

o Secured Friday nights in the mind of the consumer through THRONE and LUNA.

o Consistency to core valueo A focus on creative food & beverages.o Recognised, family owned venueo Collaborative partnership with TakeOvero Historical roots within the community o Effective marketing strategies

Over the last quarter the biggest weakness to the Elephant & Castle has been their bistro (Elephant & Castle Hotel, 2017).

Weaknesses: Internal

o Seen by some consumers as a niche venueo Impractical bar layout for busiest periodso Limited toiletso Locationo High turnover in head chef roleo Smaller venue compared to competitorso Inconsistency between the desired marketing messages for the

Bistro and Hotel can cause confusion/create a dissonance for consumers between the two, rather than seeing the E&C as an all-inclusive venue.


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3. Product Analysis

3.1 Product mix

Product category Our products/brands

ALCOHOL

Cocktails, Red Bull, VB, Carlton Dry, Carlton Draught, Toohey’s New ,Bulmers, 4 Pines, Wild Yak, Tooth’s Pale Ale, Great Northern, Barefoot Wines, Chain Of Fire Wines, Red Sparrow Wines, Yellowglen Sparkling Wines, Craigmore Sparkling Wine, El Jimador Tequila, Jim Beam, Jack Daniels, Bundaberg Rum, Vodka-O, Cointreau, Midori, Malibu, Sailor Jerry’s, Jameson, American Honey, Baileys, Kahlua, Frangelico, Schnapps (Butterscotch, Peach), Liqueurs (Strawberry, Lychee), Chambord, Chartruese, Jägermeister, Galliano (Black and White), Akropolis Ouzo, Blue Curacao, Kensington Gin, Soft Drinks (Coke, Coke No Sugar, Diet Coke, Sprite, Lift, Soda Water, Tonic Water, Dry Ginger Ale), Cider (Sommersby: Pear, Apple, Blackcurrant, Pure Blonde), IPA, Ginger Joe.

FOOD Pub Favourites, Something different, THRONE Friday night event LUNA Friday night event

LICENCED TAKEAWAY VENUE

Victoria Bitter, Toohey’s New, Corona, Toohey’s Old, Carlton Draught, Coopers (Pale Ale, Stout, Sparkling Ale), Carlton Dry, Hahn Super Dry, Canadian Club and Dry, Jack Daniels and Coke, Jim Beam and Coke, Smirnoff Red, Red Bull, Soft Drink (Coke, Coke No Sugar, Diet Coke, Sprite, Lift, Soda Water, Tonic Water, Dry Ginger Ale), Bottle Water, Barefoot Wines, Red Sparrow Wines, Yellowglen Sparkling Wines, Craigmore Sparkling Wine, Sommersby Cider (Apple and Pear) Bulmers Cider (Apple and Pear)

*Elephant & Castle Hotel, 2017

As you can see from table above there are a number of different alcohol options currently being marketed by the Elephant & Castle Hotel. For the purposed of the strategy we suggest concentrating on alcohol and the event market. Firstly, developing the events market through the introduction of new events such as Lineup at the Castle, and increasing the frequency of currently occurring events, such as THRONE and Luna. Secondly, redesigning the hotels daily promotions (trivia, happy hour etc). Finally, introducing a new product line focusing with innovative cocktails and shots, marketed through current events to further push


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daily promotions to inform the consumer that the Elephant and Castle is an everyday venue, not just a weekend venue.

3.2 Sourcing

The Elephant & Castle Hotel currently source their beers from Carlton United and Toohey’s Breweries, Red Bull directly through a red bull supplier. Their food is sourced from local markets, grocers and farms. They source all their liquors/spirits and some of their wines from various re-distributors, and some wine brands are sourced directly from the vineyard suppliers.


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3.3 Distribution

The Elephant & Castle distribute all their products internally but are licensed for takeaway food and alcohol.


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3.4 Technology

Technology is important to the Elephant & Castle as one of the weaknesses above stated was location. Technology is how the E&C are able to continue to connect with their current and potential customers and to increase the businesses overall CRM to help the marketers understand how to put the Elephant & Castle on the map. Internally the Elephant & Castle currently has a range of entertainment technology used to produce their events, including DJ Deck’s, speakers, light systems and projectors. The bar is also fitted with current till and EFTPOS systems, refrigeration systems, light displays and standard bar utilities such as cocktail sets and bar taps.


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4. Market Analysis

4.1 Macro Environmental Factors

Total alcohol consumption has increased over the past five years despite the drop in per capita consumption, due to population growth. In 2017-18, total alcohol consumption is forecast to increase.

Growing demand from pubs, bars and nightclubs provides an opportunity for the industry to expand. Demand from pubs, bars and nightclubs is projected to increase in 2017-18. ("Pubs, Bars and Nightclubs – Australia Industry Report | IBISWorld", 2018)


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4.2 Market Segmentation

o The data gathered using the Roy Morgan research data base indicates that the 18-24 category are more likely to attend late night events.

o The 35-64 category prefers to visit hotel for food. (See Appendix 1 for full table.)

o The minor difference in sex demographic visitation justifies that neither group can be ignored in terms of marketing and promotions.

o According to the graph below age group that comes into the E&C most frequently is 18 – 24 followed by 25 – 34.

o Due to the product range the market will be segmented into to 2 markets. The first being our 18-24-year old’s who are more likely to visit a Hotel for an event or drink, and the second being the 25-44 age group, as they are more likely to visit a Hotel for food.

("Facebook Insights", 2017)


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4.3 Industry trends

As this marketing strategy zones in on alcohol and events the industry trends concerning alcohol are as follows. Market trends for cider and wine have increased “Over the past five years, demand for cider has grown following successful marketing campaigns and new consumer trends. Additionally, wine consumption trends, such as young female drinkers” ("Pubs, Bars and Nightclubs – Australia Industry Report | IBISWorld", 2018)

In this heath conscious market consumers have started to view wine consumption in moderation as a better alternative to beers or spirits that majority get mixed with soft drinks. “In contrast, the consumption of beer and spirits is often seen as less healthy in comparison with wine, especially given the high calorie content of beer and strong alcohol content of spirits. As health- consciousness increases, consumers are more likely to substitute beer and spirits consumption with wine” ("Pubs, Bars and Nightclubs – Australia Industry Report | IBISWorld", 2018).

When looking at events it is essential to staying ahead of the market as the competition can easily imitate the businesses’ creativity. “In the events world, you don’t have the luxury of living in yesteryear. You need to see into the future and stay ahead of the event trends that will inevitably make or break your business” ("18 Hospitality & Event Trends That Will Affect You in 2018", 2018)


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4.4 Market size / growth

“In Bathurst Regional (A) (Local Government Areas), 35.4% of people were attending an educational institution. Of these, 25.1% were in primary school, 20.0% in secondary school and 20.4% in a tertiary or technical institution”("2016 Census QuickStats: Bathurst Regional (A)", 2016).

In the 2016 Census, there were 41,300 people in Bathurst, 2795, NSW. 50.1% were male and 49.9% were female. Aboriginal and/or Torres Strait Islander people made up 5.4% of the population, the below graph shows a breakdown of age groups in Bathurst ("2016 Census QuickStats: Bathurst Regional (A)", 2016).


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Target Market 1 – Look @ Me’so 18 – 24, male & females. o Our target market resides in

Bathurst, permanently, or temporarily for university.

Attitudes & Behaviours o Goes out 2 – 3 times a week o Lives in a share house o Much lower income compared to

TA 2 o Loves a cheaper option

beverage over wineso Mostly un married o Lower incomeo Has a large group of friendso Uses social media extremely

frequentlyo Eats a lot of takeaway

Target Market 2 – The Winers & Diners

o 25 – 44, male & females o Our target market resides in

Bathurst.

Attitudes & Behaviourso Is paying off a house mortgageo Lives with a partnero Has a child o Enjoys the nice things in life

such as a wine and good foodo Is health conscious o Uses social media dailyo More inclined to eat out

4.5 Customer profile/ Target Market


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("4307.0.55.001 - Apparent Consumption of Alcohol, Australia, 2016-17", 2017

4.6 Competitor Analysis

As seen below the Elephant & Castle has moved into 2nd on Facebook Insights (2018) up from being ranked 3rd against competitors last year ("Facebook Insights", 2017).


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Oxford Hotel Target Market: 18-34, Men & WomenSet Event Day: Wednesday: due to DK POOL CLUBSaturdays: dues to Zilla, Sushi Burger & Larry’s LarrikiansThursdays: KaraokeStrength:

o Rated first on Facebook (2018), as seen above

o DK Pool Club o Sushi Burger o Zilla o Komotoo Larry’s Larrikians o Size o Location o BBQ B-Town

Weakness:o Is up for sale o Does not currently have a strong brand communityo Does not have strong marketing strategies o Oversaturation of events can deter consumers

The Edinboro Castle Hotel Target Market: 18-34, Men & WomenSet Event Day: Wednesday: DK runs between Eddy and OxSaturday: Often holds ZILLA or SUSHI BURGERAustralia day: Holds Hottest 100 event every AUS day.


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Anzac Day after party: Holds after party every year

Strength:o Rated 4th on FB (Above)o DK Pool Club o Sushi Burger o Zilla o Larry’s Larrikians o Strong Brand Community as it is associated with the Oxo Utilises space well e.g. Club Medusa, Lounge Bar, Bistro Piper,

Garden Grill (each section has a defined personality)o Well known bar staff, security, owners, has many faces that defines

the pub. o Location o Size o Multiple bars and toilets to combat busy nights.

Weakness:o Not built for Bathurst Winter o No established social media platforms for the hotel & bistro o Looked at by consumers as a pub for a niche market

Kings Hotel Target Market: 18-54, Men & WomenSet event days: Tuesday: Cheekies, will always have a sausage sizzle and $3 goon sunrises Australia day: Outdoor cricket etc. Summer based atmosphere and events due to outdoor space

Strength:Rated 3rd on FB (above)o Cheeky Tuesdays o Kings Table Bistro


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o Bistro adaptable to change e.g. Silent disco rave cave o Cheap drinkso Strong university Brand Community o Location o Outdoor space on sunny days o Multiple bars, inside and outside

Weakness:o Majority of entertainment outside, therefor venue relies on weather

conditions o Only utilises Tuesdays to make events no events for locals that work

weekdayso Cramped areas inside makes it difficult combat busy nights

Church Bar + Woodfired PizzaTarget Market: 25-54, Men & WomenSet Days: Sunday: 2 for 1 Pizzas Strength:

o Rated 5th on FB (above)o Extremely well-known pizza menu o Bring out monthly pizza specials and drink specials o Unique and intimate vibe due to it being an old

church.o Décor of venue matches their culture and vibes

(use of candles etc.)


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o Amazing courtyard when the weather is nice for live music o Sunday Pizza Special with chilled DJ or live music attracts university

market

Weakness:o More of a restaurant then pub therefor they rely on the quality of

food to sell drinks o Relies strongly on the weather due to the outside seating areao Entry on the side can make it hard for out of towners or new

customers to find o Food and beverage menu is set at a much higher price compared to

competitors (except on Sundays)

Rafters- Bar on Campus of CSUTarget Market: 18-34, Men & WomenSet Days: Thursdays Strength:

o Offers $10 lunch’s and students can use their CSU points

o Large venueo Locationo Has thousands of students loyal to them o Large stage and has university funding for special effects and

lighting

Weakness:o Rated last on the chart above o Relies strongly on the weather due to the outside seating areao Expensive drinks for a university o As it is targeted to solely university students’ locals do not consider

going o Does not run large events ofteno Weak marketing


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4.7 O/T Analysis

Opportunities

The Elephant and Castle’s biggest opportunity lies within their events. Alcohol and events are shown to be their biggest revenue builders and most consistent categories. The incorporation of cross promotion between the events run at the Elephant and Castle and with their collaborative partners, an even greater increase in the night-life market share would be attainable, whilst providing consumer the opportunity to provide ideas and feedback to further target areas of necessary improvement “Analyse trends in the market, and offer your customers ways in which to provide feedback on your goods and services” ("Develop a strategy for innovation", 2018)

Opportunities: External

o Sponsoring local clubso Collaborating eventso Selling alcohol


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o Sponsoring a residence at CSUo Creating a larger promotions teamo Unique cocktail menuo Unique shot menuo Unique food menuo Collaborate with external events and artists such as TakeOver to

use their brand to further push the Elephant & Castle

Threats

The biggest threat to the Elephant and Castle is the opening of new restaurants in the area, as well as the expansion of current restaurants as this will saturate the market, making it more difficult to attract consumer attention.

Threats: External o The opening of El Torro (on Keppel St)o Smoking Brothers openingo Competitors copy ideas/events/productso Noise restrictions due to residential location.o Potential to underbudget.


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7. Resource Allocation7.1 Value Chain Analysis Diagram

With the competitive environment becoming more challenging than ever before, it is essential for all business to be able to adapt to changes in the market and consumer needs, reach audiences effectively across multiple media platforms, develop their products more efficiently and find effective ways to reduce costs through strategic planning.

The value chain analysis is a tool used by businesses to determine the critical path to enhance customer value while reducing costs. The below Value Chain Analysis is based on the Elephant & Castle Hotel’s specific needs.


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7.2 Approaches to Integrating Marketing Strategies

The Total Quality Management (TQM) approach is a management approach that incorporates all members of a business to improve overall consumer satisfaction (“Total Quality Management (TQM): What is TQM?”, 2018). The main objective for management is to motivate all members of an organisation to dedicate themselves to improving the services, products and culture of the organisation. This long-term, customer satisfaction centric approach allows businesses to gain competitive advantage within their market by providing consumers with a superior service and overall consumer experience.

The traditional top-down management approach is a vertically linear hierarchy within an organisation wherein decisions are made by the top echelon of a business and integrated down throughout each subsequently lower division. Bottom-up learning approach engages each division of an organisation in order to extract ideas and insights from all areas of the business, and potentially use these to direct future marketing strategy (Hee Kim, Sting & Loch, 2014).

As a small business, the Elephant and Castle have a unique opportunity to engage aspects of both the top-down management approach and bottom-up learning theory insights. Utilising the pre-existing management hierarchy within the Elephant and Castle as influencers and motivators for other staff, a flow-down effect will encourage all staff to be more accountable and engaged with their dedication to the improvement of customer satisfaction. The incorporation of a staff evaluation and appraisal system carried out by the management team will provide a measurable standard of expectation for staff to follow and make each individual accountable for improving their individual performance, to subsequently improve the businesses’ overall performance. The use of incentives for staff that achieve excellence within their performance reviews will continue to keep staff motivated to working towards improving the culture of the venue, and the introduction of an employee of the month initiative will further motivate staff by providing them with a performance based, incentivised goal to work toward (Schmitz, 2012).


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In a customer service industry, the direct interaction between staff and consumers gives consumers a direct communication channel to voice their opinions about what they would consider improvements to the business. The Elephant and Castle has a loyal brand community, and by incorporating staff into the development of strategic planning, they will be able to hear opinions that staff have been told from their consumers, and directly improve areas identified as issues by their own consumers.


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7.3 Innovative Strategies & Promotional Strategies

The Elephant and Castle’s biggest opportunity lies within their events. Alcohol and events are shown to be their biggest revenue builders and most consistent categories.

The goal of the proposed strategies is to further build on the businesses’ biggest revenue producing products/services. A product’s life cycle (PLC) is a four-phase indication of the expected introduction, growth, maturity and decline of a product or service. The events service industry is a face paced, temporal market where generating a loyal brand community can be difficult when competitors are constantly saturating the market due to the short-expected life cycle of an event, “In the events world, you don’t have the luxury of living in yesteryear. You need to see into the future and stay ahead of the event trends that will inevitably make or break your business” ("18 Hospitality & Event Trends That Will Affect You in 2018", 2018).

The Elephant & Castle must continue to focus on innovation within the development of their events to remain relevant in the minds of consumers. By cross-referencing the insights detailed through applying multiple management theories and strategic analysis tools, an integrated strategic marketing plan, tailored to engage their target audience and build their loyal brand community can be developed to achieve the Elephant and Castles objectives. The list below identifies innovative opportunities for the Elephant and Castle that will allow them to retain their high status within the local bar/nightclub industry;

Incorporating $1 Pool Sesh Sunday to the current promotional weekly specials. For example, we can already promote and encourage our target market to come to the venue on $15 Pizza & Trivia Wednesday, $10 Chicken Schnitzel Thursdays, Double Happy Hour Fridays and $8 Cocktail Saturdays and with the addition of $1 Pool Sesh Sundays will further encouraged consumers to come to the Elephant & Castle and capture the attention of our younger target demographic (Elephant & Castle 2017).

A strategic alliance with TakeOver to run at least one event per month on a Saturday will provide our customers with a consistent Saturday night


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event to start creating habitual consumer behaviour. Then adding Lineup @ the Castle Saturdays in conjunction with the Elephant & Castles sponsor team’s functions will further increase Saturday night revenue

THRONE in a rotating roster with Luna, will provide our customers with a consistent Friday night event and assist in further capitalising on the Elephant & Castles already established Friday night market

Adding additional funds towards promotions & nightlife will allow for better creative direction and overall atmosphere ("Develop a strategy for innovation", 2018)

Adding of event merchandise, clothing, stubby holders, dad hats, bum bags all to further build brand awareness


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7.4 Social media strategy

The purpose of this following social media strategy is to increase the Elephant & Castle younger target markets awareness of their events and products. The Elephant & Castle must constantly maintain and strive to increase their online social media presence as it is the primary media channel utilised by the Elephant & Castle Hotel. Strategically planning the event scheduling to engage our target audience with consecutive successful events has proven to be more beneficial for the brand’s image than creating a weekly event and saturating the market (Elephant and Castle, 2017). Furthermore, creating videos to fully encompass an event held and products offered has been proven to better attract consumer attention ("Facebook Insights", 2018). According to Cydney Hatch (2018) “attention spans have decreased to 8 seconds for most social media users” and at least half of the world population (3.03 billion) now are on some type of social media platform.

Instagram’s total number of monthly active users: 800 million Facebook's total number of monthly active users: 2.072 billion Twitter’s total number of monthly active users: 330 million LinkedIn’s total number of monthly active users: 500 million Snapchat’s total number of monthly active users: 300 million

Due to the above statistics (Hatch, 2018) the suggested media channels to implement promotion through would be primarily Facebook followed by Instagram and LinkedIn. Strategies for the above medias include:

To further expose our own brand and off brands on THRONE, TakeOver and LUNA nights a promoter of the pub will approach consumers and encourage them to like our social media pages by giving them a free drink coupon

Engage audience through boosting events and posts on Facebook (budget of $50 an event)

Use Hootsuite to schedule weekly posts and better manage all social media platforms and receive more consumer insights (Murray, 2012)

As the Elephant & Castle Hotel sponsor local sporting clubs we can utilise them to show our sense of community, posting photos of the locals


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drinking and doing events to further support them (grand finals, semi-finals) will help us secure better word of mouth advertising

Use the Social media Facebook staff page for positive feedback only, for example staff member of the month write up. So, when a new team member joins the staff they see our culture shine through from the start, which is to encourage, support and build team members through incentives and constructive criticism

Launch a LinkedIn page for the Elephant & Castle to better review staff. This will further encourage staff to strive

Use Google My Business in conjunction with Cube to better be found on google by consumers through the use of key words and gain further insights


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8. Action Plan8.1 Integration of Marketing Strategy

The TQM Model of management approach is an effective, long-term approach with the objective of increasing customer satisfaction through all staff member’s dedication to the improvement of the business’ services, products and culture. The incorporation of a staff evaluation program, employee incentives and a positive attitudinal shift of the Elephant and Castles online staff forum on Facebook will work together to set an example for staff, motivate staff to work toward a common goal and reinforce the importance of their culture in relation to retaining consumer loyalty.

There are key influential figureheads within the existing management structure of the Elephant and Castle who can use their positions of influence to set an example for all staff to follow on how to behave in a way that reflects their culture. Conducting of the staff evaluations by the management team to a pre-written set of standards allows all members of the team to be equally aware of expectations and makes individuals accountable for their own workplace improvement. The key activities detailed within the Human Resources Management section of the Value Chain Analysis Diagram directly address a core issue of lack of consistency and representation of the Elephant and Castle’s culture by the staff. Staff performance incentives for excellence in evaluation and appraisals will further engage and encourage staff to strive to perform better, contributing to the overall improvement in business culture and success.


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9. Implementation planThe implementation plan does not need to be costly or time consuming, “Become famous, but let others do the talking for you” (Davis, 2014). The goal of this plan is to further build on the businesses total quality management approach and continue to look at the product life cycle (PLC) of events to continually stay on top of innovative strategies and stay ahead of the competitive market. This can be done through such opportunities as creating a strategic alliance with TakeOver.

A larger focus on staff training, evaluation and improvement through the implementation of a performance-based incentive evaluation program will maintain a consistently higher level of work, increase staff motivation and morale, and allow them to reflect our companies culture in their attitude and behaviour. The positive attitude of the Facebook page used as a central communication HUB for staff will reinforce the importance of positivity in customer service industries and improve consumer’s overall experience of the venue. Management play a pivotal role in acting as examples for staff and must behave in a way that truly reflects the Elephant and Castles’ culture and value.

Consistent promotions utilising Social Media as the primary media channel will engage our target audience most efficiently. Boosting important posts, as well as the inclusion of new promotions will be communicated through social media as it is the most cost-effective way to engage the 18-34-year-old demographic.

By creating an environment where consumers feel positivity, warmth and professionalism from the staff from the moment they enter the venue, to the moment they leave, the Elephant and Castle will be able to maintain their high status within the local bar/nightclub market by solidifying themselves in the mind of the consumer for their superior customer service and overall consumer experience.


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9.1 Marketing Dashboard

WHO WHAT WHENOwner Shift towards positive

attitude on all public online spaces

Immediately and continuously

Marketing Director Shift towards positive attitude on all public online spaces


Manager Shift towards positive attitude on all public online spaces


2ic Shift towards positive attitude on all public online spaces


Marketing Director Development of staff evaluation plan and staff incentives

December 2018

Manager Implement staff culture on shifts


2ic Implement staff culture on shifts


Event manager (LUNA) Be creative, strategic and innovative with event planning, scheduling and promotions


Event manager (THRONE)

Be creative, strategic and innovative with event planning, scheduling and promotions


Marketing Director Incorporate a description of TQM within the staff initiation booklet

1 month


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10. Conclusion

The Elephant and Castle is the oldest standing pub in Bathurst and has managed to withstand the challenge of time. Through re-evaluating our culture, and what initially made the Elephant and Castle a popular venue for both locals and university students, we will be able to adapt to better cater for our loyal target demographic.

THRONE in a rotating roster with Luna, will provide our customers with a consistent Friday night event, collaboration with TakeOver will involve consumers and create a rotating Saturday night event, creating habitual consumer behaviour. Being unique is what made the E&C popular, and so through being more unique with events and alcohol products will ensure the Elephant & Castle stay ahead of potential threats and remind consumers why they love the E&C.

A central focus on the improvement of consumer’s overall experience at the Elephant and Castle will allow for a stronger, more loyal brand community to be developed. All staff’s continual commitment to improving their own performance and incorporating the culture of the Elephant and Castle into their attitude and behaviour at work will present consumers with a more enjoyable service.

Management are essential to implementing the changes in the marketing plan, setting examples for other staff, continually monitoring the need for further staff training, evaluation and development and shifting the attitude of the pub’s operations both physically and online.

The staff at the E&C will reflect the fun, unique and charismatic culture of the venue, and build relationships with the customers, to re-establish and strengthen our loyal brand community. We will remind Bathurst that ‘There’s no place for a sad face at the Elephant and Castle’ (Elephant & Castle Hotel, 2017).


37

11. References

18 Hospitality & Event Trends That Will Affect You in 2018. (2018). Retrieved from https://www.socialtables.com/blog/event-planning/event-trends-2018/

2016 Census QuickStats: Bathurst Regional (A). (2016). Retrieved from http://quickstats.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/LGA10470?opendocument

4307.0.55.001 - Apparent Consumption of Alcohol, Australia, 2016-17. (2017). Retrieved from http://www.abs.gov.au/ausstats/[email protected]/mf/4307.0.55.001

Develop a strategy for innovation. (2018). Retrieved from https://www.business.gov.au/Change-and-growth/Innovation/Develop-a-strategy-for-innovation

Elephant & Castle Hotel. (2017). Quarterly Marketing Plan. Bathurst.

Elephant & Castle, Bathurst - Restaurant Reviews, Phone Number & Photos - TripAdvisor. (2017). Tripadvisor.com.au. Retrieved 1 May 2017, from https://www.tripadvisor.com.au/Restaurant_Review-g255317-d7678052-Reviews-Elephant_Castle-Bathurst_New_South_Wales.html

Facebook Insights. (2018). Facebook. Retrieved 5 May 2018, from https://www.facebook.com/ElephantCastleHotel/insights/?section=navPosts

Facebook Insights. (2017). Facebook. Retrieved 5 May 2017, from https://www.facebook.com/ElephantCastleHotel/insights/?section=navPosts

Hatch, C. (2018). Be in the Know: 2018 Social Media Statistics You Should Know | Disruptive Advertising. Retrieved from https://www.disruptiveadvertising.com/social-media/be-in-the-know-2018-social-media-statistics-you-should-know/


https://www.facebook.com/ElephantCastleHotel/insights/?section=navPosts

https://www.facebook.com/ElephantCastleHotel/insights/?section=navPosts

https://www.tripadvisor.com.au/Restaurant_Review-g255317-d7678052-Reviews-Elephant_Castle-Bathurst_New_South_Wales.html

https://www.tripadvisor.com.au/Restaurant_Review-g255317-d7678052-Reviews-Elephant_Castle-Bathurst_New_South_Wales.html

http://quickstats.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/LGA10470?opendocument

http://quickstats.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/LGA10470?opendocument

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Hee Kim, Y., Sting, F., & Loch, C. (2014). Top-Down, Bottom-Up, or Both? Toward an Integrative Perspective on Operations Strategy Formation. Journal Of Operations Management, 19-33. doi: 10.1016/j.jom.2014.09.005

Murray, L. (2012). Social Media Marketing for Publishers. LJ Interactive.

Pubs, Bars and Nightclubs – Australia Industry Report | IBISWorld. (2018). Retrieved from https://www.ibisworld.com.au/industry-trends/market-research-reports/accommodation-food-services/pubs-bars-nightclubs.html

Schmitz, A. (2012). An Introduction to Orginizational Behaviour (1st ed.). Creative Commons.

Total Quality Management (TQM): What is TQM? | ASQ. (2018). Retrieved from http://asq.org/learn-about-quality/total-quality-management/overview/overview.html

Values Segments. (2017). Roy Morgan. Retrieved 10 April 2017, from http://www.roymorgan.com/products/values-segments

12. Appendix


http://asq.org/learn-about-quality/total-quality-management/overview/overview.html

http://asq.org/learn-about-quality/total-quality-management/overview/overview.html

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Appendix 1 – Roy Morgan Research ("Values Segments", 2017)


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