The document analyzes the marketing plan of the San Juan Islands' official destination marketing organization (SJIVB) using Middleton's 8-step marketing planning process as a framework. It finds that the SJIVB's plan lacks in prognosis and stakeholder analysis but clearly presents marketing objectives and SWOT analysis. Recommendations are made to improve consumer and competitor analyses, address future trends, and better incorporate customer feedback. Overall, the plan demonstrates strategic marketing objectives and mixes but could be strengthened by a more thorough diagnosis and prognosis.

1. An Analysis of The San Juan Islands’
DMO Marketing Plan
TM5011
Destination Marketing
U1435976
27 April 2016
2,198 words

2. Executive Summary:
This report examines the San Juan Island’s official destination marketing organisation’s marketing
plan for 2016. Middleton’s marketing planning process, consisting of eight criteria, is applied as
the main model used in order to make a thorough analyse of how well the marketing plan is
executed, and also to identity any areas of weakness which could perhaps be improved on. Various
other models and theories are also explored to enhance or extend Middleton et al.’s marketing
planning process to help come to a critically deliberated conclusion. The evaluation of the San Juan
Island’s marketing plan found that both the prognosis and the stakeholder analysis proposed by
Middleton were severely lacking in San Juan’s marketing plan, and recommendations have been
made for ways to improve this. The marketing objectives however, were very clearly presented, as
well as the SWOT analysis and the report found no room for improvement on these sections.

3. Executive Summary: 2
Introduction 4
Diagnosis 4
Prognosis 7
SWOT Analysis 7
Stakeholder Analysis 7
Marketing Objectives 8
Marketing Budget 10
Marketing-mix Program 11
Monitoring Evaluation and Control 12
Conclusion 12
References 13

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Introduction
This report conducts an evaluation of the marketing plan for the San Juan islands produced by the
San Juan Islands Visitors Bureau (SJIVB). The Evaluation will be based on Middleton’s et al.’s
marketing planning process below:
Figure 1 | Stages in the marketing planning process (Middleton et al, 2009:207)
These eight steps will be discussed in terms of how they are presented within the marketing plan for
the San Juan islands, whilst also referring to other academics for additional perspectives. Once
thoroughly assessed, if any steps have been skipped/show a lack of attention, suggestions may be
recommended in an attempt to possibly improve the marketing plan. Finally, the report will
summarise the marketing plan for the San Juan islands from an overall perspective.
Diagnosis
The diagnosis stage in Middleton’s et al (2009) marketing process consists of four research
components:
1. Sales volume and revenue trends (over a minimum of a 5 year period)
2. Consumer profiles (of both their own and the competitor’s consumers)
3. Product profile and price trends (of both their own and competitor’s products)
4. Trends in the external environment (changing technology, exchange rate etc.)
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Sales Volume and Revenue Trends:
There is little information concerning sales volume and revenue trends. The details that are
provided, consisting of the 4% lodging tax ($38,400,000) and total visitor spend (over
$189,000,000) focus on 2014 alone. However, under their “performance measures/reporting”
section, the SJIVB do mention that they are continuing to collect and analyse data from various
sources including tourism indicators, statistics, reports and marketing platforms, such as the number
of website sessions, surveys e.t.c. They also state that they report data from these sources semi-
annually/annually, implying that although actual figures have not been provided to compare over a
5-year period, they may be doing so regardless of what is publicly available.
Consumer Profiles:
The SJIVB have successfully identified its’ competitors to be among various Washington
destinations - such as Long Beach, Walla Walla, etc - although it fails to be more specific with the
type of consumer profiles the competition is attracting, such as the demographic or their customer
satisfaction rate. Here, they could use Porter’s “Five Competitive Forces” Model (2004):
Figure 2 | Five Forces of Competition (Cousins, et al, 2011. p.20)
With the use of this model, SJIVB could better determine the “forces” they are dealing with when
faced with competition, and evaluate their strategies accordingly.
SJIVB do however describe in great detail the type of consumer profiles they themselves are
targeting: Kotler et al (2013) describes the consumer market by separating them into a divide of
four categories, shown in figure 3. The SJIVB state that they are targeting 25-64 year olds with a
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household income of $50-$100k+ and women in particular. These points define the demographic
segment of their consumer profile. Their geographic market has been identified (greater Seattle
area, Portland, Oregon, Victoria and Vancouver) and have also addressed both the psychographic
segment, by listing numerous activities they have available, and the behavioural segment by listing
various occasions they cater for which may interest them also.
Figure 3 | Segmenting consumer markets (Kotler, et al, 2013)
Product Profile and Price Trends:
SJIVB appear to have a strong product profile as the variety of attributes highlighted, such as their
scenic landscapes, sporting activities, wildlife, seasonal festivals/events, suggest that they have
something for everyone and can cater to the needs of a wide range of tourist types. Although, Ries
(1992) suggests that a DMO’s positioning strategy should only highlight one or few attributes in
order to stand out and be remembered (ibid).
Besides their product profile, their is no information found on price trends or on the competition,
however, once again SJIVB have implied that they are researching this by utilising google analytics
and other data sources mentioned previously.
Trends in The External Environment:
Multiple trends have been acknowledged and briefly mentioned, such as consumers increasingly
demanding more authentic experiences (Dwyer et al, 2008) and the growth of sophisticated
consumers whom actively seek out independent research online via C2C (consumer-to-consumer)
websites such as tripadvisor.co.uk.
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Prognosis
Sales Volume and Revenue Trends:
Aside from their predicted budget, there is no indication that they have considered other outside
forces for example, that may have an impact on their sale volume/revenue, which leaves them
vulnerable and unprepared
Consumer Profiles, Product Profile and Price Trends:
SJIVB have mentioned their upcoming “gourmet archipelago” farm-to-table dining experience
(strategically complying with the gastronomic tourism trend (Povey, 2011) and authentic experience
trend by serving local food), which could attract a new market segment, however, this is the extent
of information given about their future product profile. All the other aspects that make up their
product profile are the same assets they have currently, which they only intend to improve
advertising and nothing more.
Unfortunately there is no mention of predeterminations of what the competition may present in the
future, once again leaving them unprepared and vulnerable.
Trends in The External Environment:
SJIVB have identified that “travel trends continue to include shorter, more frequent getaways and
more last-minute bookings” (SJIVB Marketing Plan & Budget, 2015:3), being both a challenge now
and for the future. Aside from this, they do not seem to have based any forecasts on market research
and have only based assumptions around current issues and general travel trends.
SWOT Analysis
SJIVB have successfully carried out a full SWOT analysis (strengths, weaknesses, opportunities
and threats (Helms and Nixon, 2010)), of which opportunities have potential of eliminating some
weaknesses,e.g increased funding for marketing may eliminate their weakness of lack of awareness.
Stakeholder Analysis
As SJIVB are a non-profit economic development agency, they do not have an identifiable
shareholder as such, but are recognised by Visit Seattle, the Washington Tourism Alliance and Port
of Seattle as the official DMO for San Juan county. Additionally, they work alongside many
organisations, such as Friday Harbour Councils, Lodging Tax Advisory Committees e.t.c. with
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details of how they work together. Although information on these stakeholders are available,
scattered throughout SJIVB’s marketing plan, there is a lack of information on their customers as
stakeholders in that, while questionnaires have been provided to them, feedback has not been
mentioned, therefore, it is difficult to determine their involvement. The local community is also
briefly mentioned under their weaknesses in the SWOT analysis, stating that they do not realise
how much tourism supports their economy, however, SJIVB have explained how they attempt to
resolve this.
Marketing Objectives
O’Neill et al (2006) and many others have explained the importance of SMART goals - meaning
that goals are to be specific, measurable, actionable, realistic, and time-bound, increasing the
possibility of meeting these goal(s) (ibid). Similar to Middleton et al’s (2009) suggestion of seven
criteria (listed below) that should be reflected within the objectives for them to be considered
adequate for success:
Figure 4 | Marketing objectives and targets criteria (Middleton et al, 2009)
Looking under SJIVB’s strategies section, each goal is thoroughly presented with incredible
precision throughout. By describing exactly how they intend to achieve them, calculating their
budget for each goal, and by differentiating sub-categories and market segments, they’ve
successfully met the first and third requirement listed. The sixth point has also been met as they
have mentioned several meetings including those involving business partners, where they
communicate ideas and strategies. Two is implied to have been met, along with the seventh. The
fourth point was not specifically specified, as all goals are expected to be achieved by the end of
2016, with no precise deadline for each individually. To refer back to O’Neill et al’s (2006) SMART
goals; the time frame could possibly be more specific for each strategy they present, rather than just
a general assumption. Other than that, they have indeed been specific and measurable through the
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Integrated with long-run corporate goals and strategy
Precise and quantified in terms of sale volume and revenue and, if
possible, market share
Specific in terms of what products, which segments, what prices
Time period in which they are to be achieved
Realistic in terms of market trends (identified in SWOT and prognosis) and
in relation to budget available
Agreed and endorsed by managers responsible for the programmes of
activity designed to achieve results and clearly communicated to staff
Measurable directly/ indirectly

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use of surveys and utilising google analytics, although the time frame could of course boost the
measurability as well. Lastly, SJIVB have also been realistic with their strategies and budget.
Although trends have indeed been identified, addressing the fifth requirement, no suggestions of
resolving any challenges they may present have been made, particularly in terms of the growing rate
of sophisticated consumers discussed previously. For example; the San Juan Islands general profile
on tripadvisor.co.uk is very informative and overall has a majority of positive reviews, however,
Bateson and Hofmann (2011) strongly suggest that companies should respond negative reviews,
attempting to correct service failure and retain the customer’s goodwill by building strong customer
relationships and maximising customer loyalty Kotler et al (2013).
Kotler’s (et al, 2013) marketing process model below could pair well with Middleton’s (et al,
2009), as it makes up for steps that may be lacking in Middleton’s, such as building profitable
customer relationships by looking at consumer’s needs and wants rather than simply stereotyping
their consumer profile, which may in turn, highlight the importance of not only identifying new
trends, but also of designing a customer-driven marketing strategy that compliments these trends.
Figure 5 | A Simple Marketing Process Model (Kotler et al, 2013:5)
Additionally, Kotler et al (2010) have also provided key points to consider when evaluating the
target market selection:
Figure 6 | Market segment requirements (Kotler, et al, 2010 cited by Linden, H., 2016, Lecture 3
Slide 15)
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•The size, purchasing power and profiles of the segments can be
measured.Measurable
•The market segments can be effectively reached and served.Accessible
•The market segments are large or profitable enough to serve.Substantial
•The segments are conceptually distinguishable and respond
differently to different marketing mix elements and programs.Differentiable
•Effective programs can be designed for attracting and serving
the segments.Actionable

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This too could be used to strengthen their analysis of their chosen target market segments and avoid
overlooking any vital aspects. Under SJIVB’s mission statement section, it can be assumed that they
may have already made use of this to a certain extent; by building partnerships with different
organisations, increasing their accessible aspect, and also by having social media presence, allowing
them to roughly estimate and measure the size of their target market as well as access the types of
consumer profiles they attract (ibid).
Marketing Budget
Middleton et al (2009) explain that within the budget, money is committed before payments have
even made or before a deposit has been fully received from the customers and that the only variable
element is the retail commission, meaning that the budget represents the costs of the individual
marketing-mix aspects. Although, there can never be precision between the budget cost and the
actual cost (ibid). Atrill & Mclaney, (2012) describe this as a rolling budget; which is prepared with
a fixed planning horizon and is constantly being added to as time goes by. It has been proven very
useful for companies that are likely to experience rapid change, as they tend to forecast for a much
shorter time period (ibid).
Figure 7 | Co-ordinating operational marketing objectives and targets with budgets and marketing-
mix programmes
The model in Figure 7 shows what Middleton et al (2009) propose as the systematic interaction
between goals, objectives, budgets and the marketing-mix. Middleton et al explain as; “if an
evaluation of objectives and cost of marketing tasks demonstrates that planned resources are
inadequate, then additional budgets will needed or the objectives must be amended” (2009:215)
This is then modified over a few days or weeks until finalised (ibid). Although SJIVB marketing
budget is only currently an estimated value which has been based on their 2014 actual expenditure,
it would seem as though this model may have already been put into practise, as they have indeed
designated an individual budget for separate aspects of the marketing-mix.
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Marketing-mix Program
Originally, marketers focused on four strategic elements: Product, price, promotion and place, also
known as the “4 Ps” of the marketing mix (Lovelock and Wirtz, 2011). However, due to marketing
services developing over time, in order to adapt, the 4 P’s became 7, adding process, people and
physical environment to the marketing-mix (ibid).
Figure 8 | 7 P’s Marketing-Mix (Fletcher et al, 2013)
SJIVB have managed to successfully address the “product” aspect of the marketing-mix by
focusing on enhancing their semi-new brand; “ Inspiration for the senses” and are continuing to
develop their website every few years to remain competitive. “Promotion” has been met by creating
new ways to advertise with seasonal advertising campaigns. The “process” element has been clearly
demonstrated by addressing how they intend promote their product, i.e. with videos and broachers
for particular market segments. They’ve also met “place” services by utilising social media as an
opportunity to make sales by talking to customers directly and also via telephone and email.
“People” has been addressed by working in partnership with many organisations as well as
journalists and photographers, and also interact with customers by asking their feedback via surveys
etc. The “price” aspect seems to have been overlooked as well as “physical evidence”, however
SJIVB have stated that their product is essentially their natural landscapes, which can be classed as
their physical evidence, although this could be easily improved by simply providing more detail.
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Monitoring Evaluation and Control
SJIVB have been monitoring data by using google analytics e.t.c, keeping track of website sessions
and page views and by having surveys and questionnaires filled. They also have a customer enquiry
email and phone service and have information services in Washington that customers can physically
go to. Also previously mentioned, negative customer reviews on websites such as tripadvisor could
be better controlled by responding to consumers, gaining them customer loyalty.
Conclusion
To conclude; it is clear that SJIVB have successfully demonstrated a thorough SWOT analysis
which is strongly reflected in the marketing objectives and strategies. Their target market segment
has been clearly defined and strategies have been taken into action i.e. utilising social media sites as
a promotional tool to reach a wider audience and encourage eWOM (electronic word of mouth)
which also allows them to communicate directly with their clients (Pietro and Pantano, 2013). In
terms of the prognosis; it could be suggested that a better understanding and analysis of travel
trends is necessary, as this can have a strong influence on consumer behaviour, ultimately
determining the way they want to advertise themselves. Again the prognosis could be made stronger
by simply finding more research on the competition, which could help in terms of SJIVB being able
to differentiate themselves and focus on what makes them unique, with the possibility of giving
customers more incentive to choose them instead. The stakeholder analysis could quite easily be
improved by simply providing the information that has supposedly been collected and by clarifying
each stakeholder’s involvement and the implications they have as a whole. Aside from this, SJIVB
seem to be taking the necessary steps needed to achieve a stronger profile and expand their
customer base.
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References
Atrill & Mclaney, (2012) Accounting and Finance for Non-Specialist, 9th edn, Harlow: Pearson
Bateson, J.E.G. and Hoffman, K.D. (2011) Services marketing. 4
th
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Cousins, J., Foskett, D. and Pennington, A. (2011). Food & Beverage Management. 3rd edn.
Oxford: Goodfellow Publishers Limited.
Dwyer, L. Edwards, D., Mistilis, N., Roman, C., Scott, N. and Cooper, C. (2008) ‘Megatrends
Underpinning Tourism To 2020 Analysis of Key Drivers for Change’Australia: CRC for
Sustainable Tourism Pty Ltd 2008.
Fletcher, J., Fyall, A., Gilbert, D., Wanhill, S. (2013) Tourism, Principles and Practice. 5th edn,
Harlow: Pearson
Helms, M.M. and Nixon, J. (2010). ‘Exploring SWOT analysis – where are we now?: A review of
academic research from the last decade’, Journal of Strategy and Management, 3(3), pp. 215-251.
doi: 10.1108/17554251011064837
Kotler, P., Armstrong, G., Harris, L.C., Piercy, N. (2013) Principles of Marketing. 6th end, Harlow:
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Linden, H. (2016) “Tourism Consumer Markets” [PowerPoint presentation]. TM5011: Destination
Marketing. Available at: https://moodle.uel.ac.uk/course/view.php?id=13999 (Accessed 22 Apr
2016)
Lovelock, C. and Wirtz, J. (2011) Services Marketing, 7
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Middleton, V.T.C., Fyall, A. and Morgan, M. with Ranchod, A. (2009) Marketing in travel and
tourism, 4th edn. Amsterdam, London: Butterworth-Heinemann.
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Learning. America: Solution Tree.
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Posey, G. (2011) “17 Gastronomy and Tourism”, Research Themes for Tourism. pp. 233-248. doi:
10.1079/9781845936846.0233
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