The Marketing Gap

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This presentation deals with a Marketing Paradox: Whether Marketing concept and philosophy states that “the customer is the King” why treats him like “a deaf, blind and mute sleeping beauty” ?

Business News & Politics

Thoughts about THE Marketing Gap The King is Dead Long Live the King!

[object Object],[object Object],[object Object],[object Object],I Dare THE Question

[object Object],[object Object],The Marketing Paradox (*) i.e., segmentation, targeting, quality and evaluation

[object Object],[object Object],Interpret me if you can!

[object Object],[object Object],But What That Means?

[object Object],[object Object],[object Object],But What That Means for Marketers ?

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ancient Olympia, Greece

Research methodology Nationality, age, gender, education, income Variables 76, 5% response rate 71% response rate Questionnaire Collection Inventory method Two stages Random sampling Sampling Personal interview using structured questionnaire Personal interview using a questionnaire in 6 languages Data collection method 2 months Period 95 268 Sample size Lists of the local chamber of commerce. Owners or managers. National and international tourists, 15+ years old. Samples PROVIDERS SURVEY TOURISTS SURVEY

These are destination’s tourists Providers market for these tourists Res ults … what that means ? but…

Res ults … what that means ? These are destination’s tourists Providers market for these tourists but…

British Female Young (19-39) holds a university degree monthly income exceeds 3.000 euros. French Male Older uneducated Poorer that he really is. Res ults Outline The REAL Tourist of Olympia The PERCEIVED Tourist of Olympia

False perceptions might lead to ineffective decision making for marketing segmentation, positioning and marketing mix formulation. OK, this Gap exists, so what?

[object Object],[object Object],[object Object],Gap Contribution

Wear your customer’s glasses and see the World!

This document provides an analysis of Gap Inc. for the years 2014-2016. It includes the company's vision, mission, history since founding in 1969, current news as of 2012 with 312 store outlets in 40 countries, and SWOT analysis. It also discusses Gap's strengths in its franchise system and global store presence. Weaknesses include decreasing demand. Opportunities and threats include competition and price sensitivity. The presentation recommends clarifying market segmentation between brands, managing low inventory production costs, and long-term expansion by acquiring successful local labels in Asia and Australia. It concludes with thanking the audience and emphasizing no gaps between them.

Gap Inc. - Case Analysis (Strategic Audit)

Anna Osmanay

SWOT analysis of GAP Inc

Mozammel Hoque Parvez

The document analyzes GAP Inc's strategic issues through a SWOT analysis. It identifies key strengths as franchising opportunities and global brand recognition. Main weaknesses are reliance on outside vendors and underutilized assets. Major opportunities are the women's apparel market and growing online retail. Increased competition is the primary threat. An internal and external factors analysis scores each factor. It concludes that franchising opportunities and the women's apparel market are the biggest strengths and opportunities, while reliance on vendors and competition are biggest weaknesses and threats. The TOWS matrix recommends leveraging strengths to pursue opportunities and addressing weaknesses to reduce threats.

Gap inc

Waqas Ahmad

Gap Inc. is a US company that manufactures casual apparel, accessories, and personal care products. It offers clothing, shoes, and accessories for men, women, and children. While Gap has strengths like diversification and technology use, it faces weaknesses such as decreasing sales and inefficient inventory. A quantitative analysis recommends a product development strategy to address external opportunities and internal weaknesses. This would involve introducing new product lines to boost sales and better compete against threats from shifting consumer priorities and Asian competitors.

Gap Inc. Strategy

Christian Mayes

Gap Case Study (Group project)

Hsiao Han Hung

The document outlines Gap's marketing communication objectives and budget allocation for 2003. It aims to stop negative sales growth and strengthen brand loyalty across multiple generations. Key objectives include repositioning the Gap brand, increasing sales by 2.7% and maintaining a 2.8% market share. The marketing strategy will promote Gap as a unified brand that offers basic, season-less clothing appealing to all targets. TV, magazine and outdoor advertising will build brand preference, while online ads target younger consumers. Celebrity endorsements will contribute to brand recognition.

Gap Marketing Presentation

crcannon

The document summarizes Gap Inc.'s current marketing strategy and identifies flaws. It is targeting younger consumers but survey data shows older customers prefer Gap. A new strategy of retention and stimulating demand is proposed. The target becomes 30-45 year olds like Shirley. Gap will emphasize basics and bring back celebrity endorsements. Internationally Gap will continue expanding, especially in China. The document identifies a need to close the "gap" between domestic and international sales.

Selling

Hillary Jenkins

The document discusses key concepts in tourism sales and marketing, including defining selling, service, and the various players involved. It explores why people travel and notes tourism is the world's largest industry, touching many aspects of people's lives and society through economic, social, cultural, and psychological impacts. Effective selling in tourism requires understanding customers' wants, needs and desires.

This document provides an overview of tourism and hospitality marketing presented by Md. Shaifullar Rabbi. It begins with Rabbi's professional experience and educational qualifications. It then defines tourism, hospitality, and various tourism products. It discusses the UNWTO and other definitions of tourism. It also explains concepts related to marketing like the 4 P's of marketing, types of marketing, branding, and the key marketing concepts for tourism and hospitality industries. Finally, it discusses planning for services marketing in the tourism sector.

Buying Selling In Tourism Op 08

susanellis

The document discusses selling reception services in the tourism industry. It outlines that tourism touches many aspects of people's lives and plays an important social and economic role. It also discusses defining selling and service, with service defined as enhancing customer satisfaction. Finally, it examines the different players in the tourism industry, including clients/customers and sellers, and why people travel, such as for pleasure, curiosity, and identity experiences.

Trends And Experience Economy

Anh Le

The document discusses trends in the experience economy and what consumers want from tourism. It outlines several global trends like growing tourism from China and India. Demographic trends show populations aging worldwide. Technology empowers tourists and low-cost carriers. Consumers want value, authentic experiences over destinations. The experience pyramid shows how products can engage customers on physical, rational, emotional and mental levels to transform goods into memorable experiences. The tourism industry is shifting from selling commodities to staging experiences and potentially transformations.

Trends and experience economy

Anh Le

The document discusses trends in the experience economy and what consumers want from tourism. It outlines key trends such as continued growth in tourism to China and India, an aging global population, and the rise of technology and budget accommodation options. Consumers now seek authentic experiences rather than just destinations, and value authenticity and customization. The experience pyramid framework illustrates how tourism providers can enhance experiences at physical, rational, and emotional levels to transform goods into memorable experiences. The transformation from a commodities to experiences economy is outlined, and possibilities for "transformation business" that could influence tourism are proposed.

Urban Shopping Malls

Karen Kempe

The document discusses issues related to urban shopping malls in Australia. It provides background on the size and economic impact of the Australian shopping mall industry. The research objectives are to explore current and future consumer and retailer issues influencing mall success, likely future trends, and how malls can adapt. A literature review covers topics like shopper typologies, utilitarian vs. hedonic shopping motives, and the rise of experiential consumption. Interviews with industry experts revealed several themes, including the importance of food offerings, demand for innovation, and the need to leverage emerging technologies and define a strategic point of difference. The success of malls relies on their ability to evolve by determining their community role and harnessing new opportunities.

Taking the Lead: A Best Practices Analysis of Race Expo Marketing

Jessica Mattson

This document summarizes a senior project analyzing best practices for marketing at race expos. It begins with an abstract stating that the purpose is to examine Fluid Sports Nutrition's marketing practices for business-to-customer expos. The introduction provides background on how expos are an effective marketing tool that emphasize face-to-face interactions. A literature review covers definitions of exhibitions and expos, successful marketing strategies including pre-show, at-show and post-show, and the sports nutrition niche market. The methods describe how data was collected through a question and answer guide. Results show pre-show and post-show strategies need personalization, while at-show engagement is most effective. The discussion concludes strategic planning is needed

More than Music: A Case Study on the Marketing of Outside Lands Music Festival

EmilyHaworth5

This case study examines the marketing techniques of the Outside Lands Music Festival and their effectiveness in attracting millennials. The study focuses on the festival's use of digital and experiential marketing carried out by both the festival organizers and sponsors. Research was conducted using a case study guide developed by the researcher to collect data on the organization, their digital marketing presence on social media, and experiential activations both online and at the festival. Preliminary results indicate the festival and sponsors effectively utilize various digital platforms and provide unique live experiences to connect with millennial attendees.

FINAL_MARKETPLACE_WHITE_PAPER_OCT_16_2023.pdf

Rick Hill

1) The author conducted extensive market research for a luxury resort in Mexico, including collecting data on room occupancy, rates, and guest spending. Through on-site observation, the author discovered that a small segment of older, wealthier female guests were responsible for a disproportionate amount of retail spending. 2) This "aha moment" led the author to rethink the resort's retail strategy from focusing on transactions to creating a personalized experience centered around unique, local goods. As a result, existing shops were remerchandised and three new shops focusing on artisans were added. 3) Over his 40-year career, the author has had many "aha moments" through meticulous research that have led to innovative

PUTTING YOUR PLACE ON THE MILLENNIAL MAP (and staying there)

TOPOSOPHY

Are you working for a tourism board that’s trying to figure out its next-gen strategy? Looking to sort the Millennial myths from the hype? Welcome to Toposophy’s free guide for destinations and travel brands. Here, Peter Jordan, Toposophy’s Senior Tourism Analyst explains the basics of understanding Millennials and ensuring that your place branding and management strategy is in tune with this new generation of consumers.

medical tourism

umesh yadav

This document provides an overview of key concepts in tourism, including definitions of tourism and tourists. It discusses different types of tourism users and how to segment tourism markets. Some key points: 1. Tourism is defined as temporary, short-term travel for purposes like leisure, business, health, or visiting friends/family. 2. There are different categories of tourism users, from non-users to potential, actual, occasional, and habitual users. 3. Tourism markets can be segmented based on factors like lifestyles, holidays, purposes of travel, demographics, geography, and socioeconomics. 4. Understanding the behavioral profiles of different user segments is important for effective tourism marketing.

A Study On Tourist Buying Behavior Models - Literature Review

Kristen Carter

1. The document reviews several models of tourist buying behavior, including Wahab, Carampon & Rothfield's (1976) model of the decision making process, Schomoll's (1977) model focusing on awareness and trust, and Mayo and Jarvis's (1981) model examining opportunities and goals. 2. It also discusses Mathieson and Wall's (1982) 5 phase model of the tourist experience and Woodside and Lysonski's (1989) model of destination choice. 3. Finally, it reviews literature on factors that influence tourist behavior such as motivation, personal characteristics, social influences, and the marketing environment.

Future Traveller Tribes 2030 by Amadeus

David Vicent

Radius shopper marketing intro

John Storey

1. The document outlines a 6 step workshop on shopper marketing. It discusses how shopper marketing has evolved from a focus on above-the-line advertising, to retailer marketing and category management, to now focusing on shoppers and their behavior, which is influenced by social media. 2. Shopper marketing is about understanding the new informed shopper and using that knowledge to influence them at the point of purchase through the marketing mix. The goal is to drive brand consumption by affecting shopper behavior. 3. Shopper marketing applies to any retail environment, both physical stores and online, as people make purchase decisions through new consideration routines and routes to purchase via different channels.

Ad presentation 2

Noopur Raval

Chapter-5-Ppt.pptx

agreshgupta

This document discusses consumer behavior in tourism. It explores the key internal and external factors that influence consumer decision making for tourism experiences. The summary discusses how consumer behavior involves acquiring information to make purchase decisions, and that understanding consumer behavior is important for tourism marketing. Consumer decision making processes are complex and influenced by reference groups, self-image, motivation, attitudes, and involve identifying needs, searching for information, evaluating options and making a choice.

Chapter 3 holiday choice (Destination Management)

Md Shaifullar Rabbi

Travel behavior refers to the study of how and why people travel. It examines factors like transportation choices, popular destinations, reasons for travel, and environmental impacts. Key questions studied include how many trips people take, where they go, what mode of transportation they use, who they travel with, when they travel, and their travel patterns and routes. Travel surveys using diaries are a common way to collect this data. The data is then used for transportation planning and forecasting traffic. Travel behavior has been studied since the 1940s and focuses on topics like mode choice, time-space analysis, and differences in travel patterns between genders and household structures. An intelligent tourist destination is innovative, has strong technological infrastructure to understand customers, and focuses on

CONSUMER BEHAVIOR IN TOURISM (MOUTINHO and SANCHEZ)

ramontiongcojr

ARF RE:THINK 2005. The Extension of The Concept of Brand to Cultural Event Ma...

Esteban Ribero

1. The document discusses research into how classical music performances like opera can be viewed and marketed as brands to attract new audiences. It details market research conducted including surveys, focus groups, and brand mapping exercises. 2. The research found opera has negative associations like being boring but people were open to it with the right marketing. Opera was not strongly linked to entertainment in people's minds. 3. The researchers conclude that presenting opera and other classical performances as brands that deliver an enriching emotional experience relevant to people's lives could help attract new audiences by overcoming negative perceptions. Strengthening community outreach, education programs, and digital marketing were also recommended.

Adventure Tourism 7th March 2011

3 Dragon Marketing

This document summarizes an adventure tourism presentation. It begins by defining adventure tourism and categorizing it into soft and hard adventure. It then discusses the target market for adventure tourism, which tends to be older, independent travelers over 40 with disposable income seeking unique experiences. Several examples are given of real people who engaged in adventure tourism and their motivations. The document concludes by outlining future challenges the industry may face, such as maintaining an authentic experience as it grows or dealing with risk, and recommends strategies like vetting suitable customers and focusing on health, safety, and environmental initiatives.

2016 : LIFESTYLE TRENDS & TOURISM HOW CHANGING CONSUMER BEHAVIOUR IMPACTS TRA...

Lausanne Montreux Congress

This chapter discusses how consumer attitudes towards risk and control are impacting travel behaviors and the pursuit of adventure. It finds that while risk-taking is culturally valued, consumers' behaviors are increasingly risk-averse and focused on control. Two trends are discussed: "Cruise Control" explores how the desire for control is driving both risk-averse behaviors and aspirations of maximizing experiences. "Mobile Control" looks at how attitudes towards control are manifesting through increasing usage of technology to plan and track experiences. The chapter examines implications for different stages of travel and differences between regions. Overall, it finds that consumers still value adventure but their risk-averse habits threaten this, posing a challenge for the travel industry.

Challenges for Tourism companies in/ after the COVID-19 pandemic

The Marketing Gap

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