Irwin’s Inn and sister Properties

Irwin Mountain Inn & Sister Properties Marketing Plan

Kazim Raza Naqvi

Columbia College

Marcel Latouche (MBA, FCCA, P(Mgr))

Principles of Marketing

Management 130

June 10, 2009

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Irwin’s Inn and sister Properties

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 Irwin’s Inn and sister Properties

1.0 Executive Summary

Irwin’s Mountain Inn and sister properties (Irwin’s Mountain Inn, High Country Inn,
Rundle Stone Lodge and Red Carpet Inn) designed to become market leader in the Banff
and area. All facilities of this company located in Banff in the Canadian Rockies and
great national park of Canada the biggest tourist and visitors attraction location in
Alberta.
Our mission is to provide our customers luxury and rest with best customer service. Banff
city market hospitality business situation is on its competitive edge with variety of luxury
5 star facilities to 3 star hotels, motels and restaurants with price range CAD $100 - $500.
We Irwin properties possesses good information about the market and knows a great deal
about the common attributes of the most prized and loyal customers. We benefit from this
information in preparing extensive marketing plan for the purpose to extend our market
share and profit ratio in the market. During market research we use different method
specially focus groups and primary data available for the same purpose for maintaining
positive steady growth, attracting new customers and increase in occupancy.
We raise our market segmentation from three types of customers to five categories which
we did not consider in the last years. On the base data and information gathered in the
market we also predict sale forecast of the company and estimated growth of 10 to 12%
percent per year.
We use SWOT analysis as a tool of our strengths, weaknesses, opportunities and threats
in the market for our business. We tried our best to be realistic throughout this marketing
plan focus on customer satisfaction which is our best asset and back bone of our business.
We also use geographic and demographic parameters as our mile stone. In marketing mix
we looked back strictly in our Product (hospitality service sector) and competitive prices.
We also suggest a promotional strategy and entirely new look place (our facilities) and
suggestions to make it better and attractive for our customers. We also suggest an action
plan for the group properties to cope with repositioning of our service and its quality.

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1.0.1 Mission

The Irwin’s Mountain Inn intends to provide a serene setting for our guests to enjoy the
much splendour of the beautiful Banff Mountains. Each guest will be treated with the
kind of attention that is reserved for family. When our guests arrive we want them to
leave their troubles at the door and step into a world of luxury and rest. As owners we
intend to see that attention to detail and service will be followed by a staff dedicated to
each guest.

1.0.2 Company Description

The Irwin’s Mountain Inn is a beautiful a family owned and operated Banff hotel. The
Irwin’s mountain Inn is an ideal choice for accommodation in the Canadian Rockies. The
Inn offers 65 individually furnished rooms, each with its own antique theme. We are a
complete bed and breakfast Inn with a full complementary breakfast served each morning
to our guests. Irwin’s target market strategy is based on becoming a destination of choice
for tourists, and couples in the beautiful area of Banff, The great national park of Canada
who are looking for a place to relax and recharge. We will also advertise to the newly
married couple who is looking for that special get away. It will be important for us to be
visible to those potential guests who are traveling on Highway 1 around from Canada to
Banff.

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The Irwin will have an eye catching sign that will alert potential customers and drop-ins
of our existence. We will use the Yellow Pages to market our Inn, as well as a Web page
on the Internet which will focus on the features the Inn has to offer. Each room will be
displayed with its unique decor, as well the outside of the Inn showing the beautiful
gardens and views of the Banff. Attractions within 30 miles of the Inn will be displayed
with information about our shuttle service, room rates and directions. The Irwin is
confident that it will not take long to build a following that will put us at full capacity
within the next year. The Inn would like to see steady growth with an average of over
90% capacity for Year 1, with profits also growing at a rate of 20%.

1.2 Current Marketing Situation

Banff is 100 kilometres west of Calgary and sits in the first range of the Eastern Slope
Rocky Mountains. The landscape is rugged, consisting of towering black mountains, deep
blue and white glaciers and alpine tundra. The valley bottoms are densely carpeted with
spruce and pine trees, and fast-flowing rivers churn through their centers.

The city of Banff is relatively tiny, squeezed into a narrow mountain valley and bisected
by the Bow River. Nearly all the restaurants and businesses in town are crammed into
three blocks of Sukiyaki House Banff, which makes for a densely packed market
atmosphere. South of the Bow River is the legendary and magnificent Fairmont Banff
Springs, and the Upper Hot Springs. Several kilometres to the west of town is the Cave
and Basin National Historic Site, and to the west is the Golf Course Road, which is
flanked by verdant fairways and greens.

Lodgings are abundant in Banff. The winter season is quite busy however, so it is best to
make reservations at least a month in advance. Accommodation choices run the range
from the famous hotels and lodges to five star hotels.

For the very best in Banff living quarters, hotels has been around longer than the park or
even the town itself, and played a crucial role in the development of both. The springs are

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quite expensive and always in high demand; reservations should be made up to six
months in advance. With several restaurants and lounges, ballrooms, a spa, and many
other entertainment choices, it is possible to stay quite busy in Banff and never leave the
hotel.

1.3 Banff Hotels Review

Here is a variety of hotels, motels and lodges in Banff ranges from CAD $ 150 to 600 to
spend on a bed for the night; one of the downtown hotels might suit well. Lining
Sukiyaki House Banff for almost a kilometre, the hotel strip represents most upper-end
chains, as well as a host of independent local operators. Most of these hotels have rooms
in the CAD150-CAD600 price range. There are also a couple of inexpensive motels
tucked away in the woods at the very north end of town, where a room can be had for less
than CAD90 per night depends on the quality and customer service.

While harder to find than the big hotels, there are dozens of bed and breakfasts and small
lodges scattered throughout the residential districts of Banff and Canmore. These run the
gauntlet from one-bedroom units to fully appointed luxury suites. Depending on the
location and quality of service, they can either be very expensive (up to CAD300 per
night) or very reasonable (less than CAD50 per night) in the off season. Staying at a
B&B also has its advantages in that you get to personally know your hosts, who will give
you advice on the best deals and entertainment options available in town. If you find
yourself strapped for cash or cannot get a reservation in time, there are two hostels in
town. The Banff Y Mountain Lodge at the south end of the bridge over the Bow River
has 300 beds available to all manner of travellers. The Banff Alpine Center has 260 beds,
as well as an excellent restaurant and information center.

There are several government and privately-operated campgrounds in the park as well. If
you plan on staying in a campground, make sure to visit the Banff Information Center,
which is located half-way down Sukiyaki House Banff, to inquire as to the latest
campground conditions and to reserve a space.

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In this competitive hotel business atmosphere we are committed to provide high quality
bed and breakfast facility to our customers in affordable price.

2.0 Competitive Situation

Typically in this industry the consumer is someone who is not just looking for a room to
sleep in, but a facility that provides a homespun touch and a place that is unique and
offers more personalized customer service. Because each Inn is offering something
unique to the guest, customer service and quality to the facilities are at the forefront of
importance. Location is also important and those inns with a mountain or ocean view
have an advantage, but with the limited number of room at inns in the area there are
enough customers to match the supply. Irwin with other sister properties will be
competing on price and quality. Guests at Irwin are paying for more than just a room;
they are paying for an oasis away from their hectic world.

2.0.1 Situation Analysis

Although Irwin`s started its Bed & Breakfast business 5 years ago but we are in critical
situation because of recent recession and competitors. Marketing is critical to its success
and future profitability. The Irwin`s offers an exquisite country setting B&B, in Banff
downtown. The basic market need is a delightful B&B serving the area. The physical
structure that houses the B&B has been specially engineered to please the most
discriminating travelers.

2.0.2 Market Summary

The Irwin`s Bed & Breakfast possesses good information about the market and knows a
great deal about the common attributes of the most prized and loyal customers. The
Irwin`s Mountain Inn will leverage this information to better understand who is served,
their specific needs, and how The Irwin`s can better communicate with them.

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2.0.3 Marketing Research

During the initial phases of the marketing plan development, several focus groups were
held to gain insight into a variety of B&B patrons. These focus groups provided useful
information into the decision making processes of consumers.
An additional source of dynamic market research is a feedback mechanism based on a
suggestion card system. The suggestion card has several statements that patrons are asked
to rate in terms of a given scale. There are also several open ended questions that allow
the customer to freely offer constructive criticism or praise. The Irwin will work hard to
implement reasonable suggestions in order to improve their services as well as show their
commitment to the customer that their suggestions are valued.

2.0.4 Marketing Objectives

1. Maintain positive, steady growth each quarter.

2. Experience a growth in new customers who are turned into long-term customers.
3. Realize an increase in occupancy each subsequent year.

2.0.5 Financial Objectives

1. A double digit growth rate for each future year.
2. Reduce the variable costs per guest.
3. Continue to decrease the fixed costs.

3.0 Target Market Segment Strategy

Our target market strategy is based on becoming a destination for people who are looking
to get away for a few days, on the beautiful Banff. Our marketing strategy is based on
superior performance in the following areas:
• Quality facilities.
• Beautiful location.
• Customer service.

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The target markets are separated into five segments; "Vacationers," "Honeymooners,"
"Drop-ins," "Travellers" and, "U of C" students. The primary marketing opportunity is
selling to these accessible target market segments that focus on vacation and recreational
needs.

3.0.1 Vacationers:
The most dominant segment of the five is comprised of the Banff and surrounding area.
Calgary is 1 and half hour drive while it is an approximately a 35 minute drive for
Canmore residents. Banff seems like a different world and this is attractive for those
people who have the need to get away but do not have the time to go far.

3.0.2 Honeymooners:
Because of the beauty and location of our Inn, we will be a very attractive choice for
people looking for a honeymoon location.

3.0.3 Drop-ins:
When rooms are available we will welcome the drop-in customer who is looking for a
place to stay for the night. Our sign can be seen from highway 1 and we expect to get
quite a few drop-ins.

3.0.4 Travelers:
These people are passing through United States of America and Mexico prefers to stay in
a hotel/motel.

3.0.5 University of Calgary travelers:

The University of Calgary brings a large number of students and they believe that a good
portion of their road trips will be from the university. Occasions include parent’s
weekend, orientation, parents visiting, and graduation. Lastly, the university will often set
up rooms for administrative visitors.

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3.1 Strategy and Implementation Summary

The primary sales and marketing strategy for Magnolia includes these factors:
• To offer a bed and breakfast facility that will appeal to the busy professional.
• To provide unmatched customer service to our guests.
• To concentrate our marketing in the greater San Francisco Bay area.

3.2 Sales Forecast

The sales forecast table is broken down into two main revenue streams: Reservations and
Drop-ins. The sales forecast for the upcoming year is based on a 10% growth rate for
direct sales. The Irwin’s has 65 rooms to offer its guests at a rate of $125.00 per night.
We expect the rate of rooms occupied to increase as the year progresses. In spite of the
economic unpredictability we are experiencing, these projections appear attainable and
take the increasing base into consideration. Growth rates for the years 2007 and 2008 are
based on percentage increases as follows:
• Reservations: 10% growth rate per year.
• Drop-ins: 10% growth rate per year.

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12,000
Sales Monthly
10,500

9,000

7,500
Sales
Volume 6,000

4,500

3,000

1,500

-
January February March April May June July August September October November December

Months

Reservations Dropins

12 Months Sales Forecast

Year 1 Year 2 Year 3
Sales
Reservations $350,000 $376,000 $398,000
Drop-ins $52,000 $56,500 $63,700
Total Sales $402,000 $432,500 $461,700

Direct Cost of Sales Year 1 Year 2 Year 3

Reservations $15,300 $17,250 $19,900
Drop-ins $5,500 $8,480 $10,975
Subtotal Direct Cost of Sales $20,800 $25,730 $30,875

4.0 SWOT Analysis

4.0.1 Strengths:

1. Dynamism in the Tourism and Hospitality industries.

2. Continuous inflow of Tourists in the country.
3. Canada’s rich cultural heritage.
4. Average labour costs as against the world standards.

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4.0.2 Weaknesses:

1. Regional imbalance of hotels.

2. Capital intensive
3. Labour intensive
4. High taxes and tariffs for every service.
5. Disparity in taxes charged by State
6. Lack of aggressive and effective marketing and promotional strategies.
7. Release of land at prime locations is difficult because large tracts of land in such
locations come under the Government’s control.
8. The prohibitive cost of power in Canada
9. High government duty on power tariffs

4.0.3 Opportunities:

1. Increased demand for the hotel.

2. Declaration of the Hotel Industry as a “High Priority Industry”.
3. Government policy of positioning hotel and other tourism related activities in the
government sector.
4. Various incentives/concessions extended by the Government.
5. Approval of the hotel by the Department of Tourism. This approval constitutes a
certificate of suitability of the hotel for occupancy by tourists, both foreign and domestic.
6. Higher interest subsidy for hotel projects that are set up in special areas and specified
destinations as per the Government.
7. Introduction of the Capital Subsidy scheme for the Heritage class of hotels.
8. Declaration of the hotel and tourism industry as a high priority industry for foreign
investment.

4.0.4 Threats:
1. Government tax policies
2. Significant over capacity in hotel industry

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3. Competitors
4. Higher safety standards
5. Educated and highly paid staff

5.0 Marketing Objectives and Issues

1. Generate a customer satisfaction rate above 90%.
2. Generate an average of $26,000 of sales each month.
3. Stay above 90% occupancy each month.

5.0.1 Market Segmentation

The profile of our customer consists of the following geographic and demographic
information.
5.0.1 Geographic’s
• Our immediate geographic market is the City of Calgary and area with a
population of over 1.4 million people.
• A 200-mile geographic area would want to use the kind of services we offer.
• The total target area population is estimated at two million people.
5.0.2 Demographics
• Male and female.
• Married and single.
• Combined annual income in excess of $275,000.
• Age range of 25 to 65 years with a median age of 40.
• Work in a professional business setting.

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Vacationers
Travellers
Honeymooners
Drop-ins
U of C

6.0 Marketing Mix

The Irwin Mountain Inn’s marketing mix is comprised of the following approach to
pricing, distribution, advertising and promotion, and customer service.

6.0.1 Pricing:
The pricing scheme is based on a room rate. The rate is arrived at in terms of by its
market value.

6.0.2 Distribution:
All services will be provided at the Inn.

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6.1 Advertising and Promotion:

9.0.1 Marketing Channel selection

Generally there are many marketing channels but we decided to select some of them to
make our plan work and practical. Personalize method of marketing and promotion of our
facilities we select direct and email marketing method.

The most successful traditional advertising will be with the Inn association. Developing
strategic alliances with the university is a non-traditional method of marketing, but it will
be quite efficient. The website will also be used in marketing activities.

6.1.0 Customer Service:

Obsessive customer attention is the mantra. The Inn’s philosophy is what ever needs to
be done to make the customer happy must occur, even at the expense of short-term
profits. In the long run, this investment will pay off with fierce customer loyalty.

6.2 The Product Life Cycle

A new product progresses through a sequence of stages from introduction to growth,

maturity, and decline. This sequence is known as the product life cycle and is associated

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with changes in the marketing situation, thus impacting the marketing strategy and the
marketing mix.
The product revenue and profits can be plotted as a function of the life-cycle stages as
shown in the graph below:

6.2.1 Introduction Stage

In the introduction stage, the firm seeks to build product awareness and develop a market
for the product. The impact on the marketing mix is as follows:
• Product branding and quality level is established and intellectual property
protection such as patents and trademarks are obtained.
• Pricing may be low penetration pricing to build market share rapidly, or high
skim pricing to recover development costs.
• Distribution is selective until consumers show acceptance of the product.

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• Promotion is aimed at innovators and early adopters. Marketing communications

seeks to build product awareness and to educate potential consumers about the
product.

6.2.2 Growth Stage

In the growth stage, the firm seeks to build brand preference and increase market share.
• Product quality is maintained and additional features and support services may
be added.
• Pricing is maintained as the firm enjoys increasing demand with little
competition.
• Distribution channels are added as demand increases and customers accept the
product.
• Promotion is aimed at a broader audience.

6.2.3 Maturity Stage

Once the sales growth slowdowns, the product enters a maturity stage. This stage is
usually longer than previous stages but the competition is higher with similar products,
with prices cuts and more sales promotions. To stay alive, companies need to increase
consumption and attract new users. Therefore, they have to innovate in the market
(repositioning the brand), modify the product and modify the marketing mix
Competition may appear. The primary objective at this point is to defend market share
while maximizing profit.
• Product features may be enhanced to differentiate the product from that of
competitors.
• Pricing may be lower because of the new competition.
• Distribution becomes more intensive and incentives may be offered to encourage
preference over competing products.
• Promotion emphasizes product differentiation.

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6.2.4 Decline Stage

As sales decline, the firm has several options:
• Maintain the product, possibly rejuvenating it by adding new features and finding
new uses.
• Harvest the product - reduce costs and continue to offer it, possibly to a loyal
niche segment.
• Discontinue the product, liquidating remaining inventory or selling it to another
firm that is willing to continue the product.
The marketing mix decisions in the decline phase will depend on the selected strategy.
For example, the product may be changed if it is being rejuvenated, or left unchanged if it
is being harvested or liquidated. The price may be maintained if the product is harvested,
or reduced drastically if liquidated.

6.3 Maturity Stage

The Maturity Stage is, perhaps, the most common stage for all markets. It is in this stage
that competition is most intense as companies fight to maintain their market share. Here,
both marketing and finance become key activities. Marketing spend has to be monitored
carefully, since any significant moves are likely to be copied by competitors. The
Maturity Stage is the time when most profit is earned by the market as a whole.
Any expenditure on research and development is likely to be restricted to product
modification and improvement and perhaps to improve production efficiency and quality.

6.4 Why PLC is important?

For better understanding of

Product Life Cycle (PLC) it is
important to understand
Product Life Cycle
Management (PLM).

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With increasing competition in global markets, demanding customers and enhanced

compliance requirements, companies need to manage products globally, with an
emphasis on reduced time to market and increased operational effectiveness. The need to
collaborate effectively with vendors and partners in the value chain is also intensifying.
Product Lifecycle Management (PLM) solution is a business necessity addressing all
these criteria for a product company to be successful.

Product Lifecycle Management’s objectives are to improve and accelerate time to money
and promote innovation at both the product and process levels. These results in a
noticeable improvement in market acceptance of products and the revenue they can
generate.
PLM provide solutions e.g.:

 Helps companies collaboratively manage all product related activities from

concept to market launch.
 Reduces development time and costs of new products to improve profitability and
grow market share.
 Improves the quality of all new product releases and provides visibility to product
data and processes.
 Provides the entire company (sales, engineering, finance, purchasing,
manufacturing and distribution) with a single and accurate view of the product,
accelerating new product design, development and introduction.
 Increases customer satisfaction through better products and service performance.

7.0 How Irwin’s got to the Maturity Stage

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Five years ago when Irwin started Bed & Breakfast business in Banff market there were
many hotels of customer’s choice in the market range from $75 two star facilities to $
500 with five star facilities. Irwin properties were between these facilities from 3 Star to
3.5 Star facilities with price range $100 to $175 with best service in town (That we have
adjusted from $100 - $125 according to the current market situation). But as Banff
market grows rapidly for visitors and tourists’ competitors came into the market with
entirely new style and marketing strategies. Last three years were tough in the hospitality
market in Banff but Irwin properties market share was extremely high because of its
goodwill and best customer service in town. Irwin properties market share is still better in
the market but the core problem is recent recession that hearts the hospitality business
like all other businesses in Canada and United States. Company is trying to modify its
marketing strategies to gain its market share in Banff.

The product life cycle does not entirely depend on time but some other parameters such
as management policy, company strategic decisions and market trends. These parameters
are difficult to be pinpointed and so are not included in the product life cycle as suggested
by Donald Clifford in 1965, which follows.

 Collection of information about the product’s behaviour over at least a period of

3 – 5 years (information will include price, units sold, profit margins, return of
investment - ROI, market share and value).
 Analysis of competitor short-term strategies (analysis of new products emerging
into the market and competitor announced plans about production increase, plant
upgrade and product promotion).
 Analysis of number of competitors in respect of market share.
 Collection of information of the life cycle of similar products that will help to
estimate the life cycle of a new product.
 Estimation of sales volume for 3 – 5 years from product launch.
 Estimation of the total costs compared to the total sales for 3 – 5 years after
product launch (development, production, promotion costs). The estimate should

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be in the range of 4:1 in the beginning to 7:1 at the stage where the product
reaches maturity.

On the above mentioned parameters and elements there could be one or more factors of
these:
 People are not trained sufficiently
 Standard not adhered to
 Communication problems
 Customers needs were misunderstood
 Ineffective safety programs
 Cultural non acceptance
 Informal decision-making
 Ineffective management

7.0 Action Plan (Competitive Edge)

The Irwin’s sets itself apart from similar competition in the following ways.

• Location: The sheer beauty of our setting is a huge plus. Nestled on a bluff with a
panoramic view of the Bow rive the Irwin is the ideal place to take in Mother
Nature. Beautiful Irwin trees and a garden area make this setting a truly
magnificent place.
• Our rooms: Each room is individually decorated with antiques that are tasteful
but comfortable. You feel as if you have stepped back in time, as luxury is present
at every turn.
• Customer service: Customer service is our number one priority. Irwin will treat
each guest as if they are family.

The start-up costs will come to $32,000 (including cash required at start-up) which will
be primarily financed by owners. The costs of improvements to the building totalled

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$32,000. Owners purchased the property 5 years ago with the intent of renovating and
opening the business.

Start-up

Requirements

Start-up Expenses
Legal $500
Stationery etc. $500
Insurance $500
Improvements to Inn $30,000
Flowers $500
Total Start-up Expenses $32,000

Start-up Assets
Cash Required $6,000
Other Current Assets $10,000
Long-term Assets $100,000
Total Assets $286,000

Total Requirements $402,000

7.1 Product Repositioning

Because Irwin properties reached on its maturity level and our profits got stagnant at this
point and as an action plan or product repositioning we suggest following:
 Renovations of all facilities with entirely new look
 Add new dishes in complimentary breakfast
 Raise in marketing finance 20%
 More customer care
 Redesign customer survey form and request to fill with prepaid post stamp
 Lower room rates with best customer service
 Multi-channel marketing promotion
 Gifts for customers

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 Customer relation campaign (Email, phone & mail)

 Monthly newsletter post to all potential customer
 Consortium update with National tourism company

8.0 Controls

Mr. and Mrs. Hanani will (property owners) will handle and control all financial matters.
This marketing plan also suggests that in Irwin Mountain Inn and sister properties
management will also measure performance and profitability factors. For this purpose
management promoted Mr. John from manager to General Manager of management
systems to look after all three facilities overall and report top management. For this
purpose we suggest Five Star Hotel Management Software to cover all these areas of our
business. Hotel and front office management, internet reservations, employee’s

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performance, call accounting, budgeting and interfaces. Management can check all data
reports with graphic interface ratios from their desks any time. This software will also
measure our properties performance in the marketplace, and will evaluate the causes of
any differences between expected and actual performance.

Management will also check the operating control including ongoing performance against
the annual plan and will take corrective actions to ensure that company achieves the
sales, profits, and other goals that we set out in our annual plan.

Our strategic control is to look at whether the company’s basic strategies are well
matched to its opportunities. Marketing strategies and programs can quickly become
outdated, so that company should periodically reassess its overall approach to the market
place.

We also suggest a comprehensive, systematic, independent, and periodic marketing audit

for examination of our company’s environment, objectives strategies, and activities to
determine problem areas and opportunities. The audit will provide an input for a plan of
action to improve the company’s marketing performance.

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References

Kottler, Philip, Cunningham, P., & Armstrong G. (7th Canadian ed.) Principles of
Marketing, Pearson Prentice Hall Inc. Toronto, ON

Irwin Mountain Inn (2009). Company Official Website, Retrieved June, 01, from
http://www.irwinsmountaininn.com/

Banff High County Inn (2009). Company Official Website, Retrieved June, 03, from
http://www.banffhighcountryinn.com/

Banff Red Carpet Inn (2009). Company Official Website, Retrieved June, 03, from
http://www.banffredcarpet.com/

Rundle Stone Lodge (2009). Company Official Website, Retrieved May, 29, from
http://www.rundlestone.com/

C infosoft (2006). What is Product Life Cycle Management, Retrieved June 2,

2009, from http://www.cinfosoft.com/en/product.html

Bourne, M.,Franco, M. and Wilkes, J. (2003). Corporate performance management.

Measuring Business Excellence 2003; 7, 3; p. 15.

MacArthur, P.J., Crosslin, R.L., and Warren, J.R. (1994) A Strategy for Evaluating
Alternative Information System Designs for Business Process Reengineering.
International Journal of Information Management, 14 (4),pp. 237-251.

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Computer-based analysis increases accuracy (2009) In Computer-based analysis

increases accuracy. Retrieved March 20, 2009, from
http://www.ncedr.org/tools/tools/tool7/judgmental.htm

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