a study on internal perspectives of marketing strategy implemented by ktdc

A Study on Internal Perspective ofMarketing Strategies Implemented

by KTDC

Project report

submitted in partial fulfilment of the requirements forthe award of the Degree of

Master of Business Administration

of the University of Kerala

Submitted by:

Belli P K

DEPARTMENT OF BUSINESS ADMINISTRATION

COLLEGE OF ENGINEERING TRIVANDRUMJuly 2013

DEPARTMENT OF BUSINESS ADMINISTRATION

College of Engineering Trivandrum

2013

CERTIFICATE

This is to certify that the report titled “A Study on Internal Per-spective of Marketing Strategies Implemented by KTDC”being submitted by Belli P K in partial fulfilment of the require-ments for the award of the Degree of Master of Business Adminis-tration, is a bonafide record of the project work done by Belli P Kat College of Engineering Trivandrum.

Dr. Chandramohan Dr. D Bijulal

Director Professor

Declaration

I undersigned, hereby declare that the project titled “A Study

on Internal Perspective of Marketing Strategies Implemented by KTDC”

submitted in partial fulfilment for the award of Degree of Master of

Business Administration of the University of Kerala is a bonafide

record of work done by me under the guidance of Dr. D Bijulal, De-

partment of Business Administration, College of Engineering Trivan-

drum. This report has not previously formed the basis for the award

of any degree, diploma, or similar title of any other university.

Belli P K

Acknowledgements

I wish to record my deep sense of gratitude and profound thanks to my

guide Dr D Bijulal, Professor, Department of Business Administration, College of

Engineering Trivandrum for his guidance and help through out the period of this

project work.

At this juncture I accord my deep sense of thanks and gratitude to Dr

Chandramohan, Director and HOD for his valuable direction enabling me to com-

plete this project.

I take this opportunity to express my sincere thanks to Mr Rajmohan G

S, Marketing manager, KTDC for giving me an opportunity to do the project in

their esteemed organisation.

I express my ultimate gratitude to God Almighty who has been an instru-

ment for enlightening me on academic venture.

Last but not the least I take this opportunity to thank my parents and

friends who helped me in making this endeavor a success.

Belli P K

i

Abstract

Marketing is often thought of only as promotion of products, especially

advertising and branding. However it has wider meaning which recognises that

it is customer centered. A review of the literature reveals that marketing strat-

egy is important for all company. Marketing strategy is a process that allows an

organisation to concenterate its resources on optimal opportunities with goal of

increasing sales and achieving suitable competitive advantage.The project work

is conducted in Kerala Tourism Development Corporation (KTDC) at Mascot

square, Trivandrum. KTDC uses a marketing strategy whose effectiveness is un-

certain. The primary objective of this study is to evaluate the marketing strategy

of KTDC from employees perspective. For the study a questionnaire was made

based on the variables like brand, market, messages, marketing channels, market-

ing tactics, marketing campaign, sales tools and website. From the study it is

found that KTDC uses a less effective marketing strategy which needs to be mod-

ified. The recommendations provided will give KTDC a framework for making

new marketing plan.

Keywords: marketing strategy, marketing strategy evaluation, management

perspective , KTDC marketing strategy.

ii

Contents

Page

List of Tables vii

List of Figures viii

1 Introduction 1

1.1 Background of the problem . . . . . . . . . . . . . . . . . . . . . . . 2

1.2 Industry profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

1.2.1 Tourism in India . . . . . . . . . . . . . . . . . . . . . . . . 3

1.2.2 Tourism in Kerala . . . . . . . . . . . . . . . . . . . . . . . . 5

1.3 Introduction to the company . . . . . . . . . . . . . . . . . . . . . . 7

1.3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

1.3.2 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

1.3.3 Key objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 9

1.3.4 Brands and products . . . . . . . . . . . . . . . . . . . . . . 10

1.4 Research methodology . . . . . . . . . . . . . . . . . . . . . . . . . 12

1.4.1 Objectives of study . . . . . . . . . . . . . . . . . . . . . . . 14

1.4.2 Research design . . . . . . . . . . . . . . . . . . . . . . . . . 14

1.4.3 Sources of data . . . . . . . . . . . . . . . . . . . . . . . . . 14

1.4.4 Statistical analysis tools used . . . . . . . . . . . . . . . . . 15

1.4.5 Period of study . . . . . . . . . . . . . . . . . . . . . . . . . 15

1.4.6 Hypothesis . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

1.4.7 Scope of study . . . . . . . . . . . . . . . . . . . . . . . . . 16

1.4.8 Limitation of study . . . . . . . . . . . . . . . . . . . . . . . 17

1.5 Chapterisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

2 Literature review 18

2.1 Marketing mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

2.2 Market segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . 19

iii

2.2.1 Geographical segmentation . . . . . . . . . . . . . . . . . . . 19

2.2.2 Demographic segmentation . . . . . . . . . . . . . . . . . . . 20

2.2.3 Psychographic segmentation . . . . . . . . . . . . . . . . . . 20

2.2.4 Behavioral segmentation . . . . . . . . . . . . . . . . . . . . 20

2.3 Relationship marketing . . . . . . . . . . . . . . . . . . . . . . . . . 21

2.4 Introduction to marketing strategy . . . . . . . . . . . . . . . . . . 21

2.5 Marketing strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

2.5.1 3 Cs of marketing strategy . . . . . . . . . . . . . . . . . . . 23

2.6 Strategic role of marketing . . . . . . . . . . . . . . . . . . . . . . . 23

2.7 Elements of marketing strategy . . . . . . . . . . . . . . . . . . . . 25

2.8 Types of marketing strategy . . . . . . . . . . . . . . . . . . . . . . 26

2.8.1 Position defense . . . . . . . . . . . . . . . . . . . . . . . . 26

2.8.2 Mobile defense . . . . . . . . . . . . . . . . . . . . . . . . . 26

2.8.3 Flank position . . . . . . . . . . . . . . . . . . . . . . . . . . 27

2.8.4 Counter offensive . . . . . . . . . . . . . . . . . . . . . . . . 27

2.8.5 Preemptive defense . . . . . . . . . . . . . . . . . . . . . . . 27

2.8.6 Contraction defense . . . . . . . . . . . . . . . . . . . . . . . 27

2.9 Marketing strategy formulation . . . . . . . . . . . . . . . . . . . . 28

2.10 Marketing strategy implementation . . . . . . . . . . . . . . . . . . 29

2.10.1 Management involvement in strategy implementation . . . . 29

2.10.2 8S framework of strategy implementation . . . . . . . . . . . 30

2.11 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

3 Data Collection and Analysis 33

3.1 Percentage Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

3.1.1 Gender wise classification . . . . . . . . . . . . . . . . . . . 34

3.1.2 Age wise classification . . . . . . . . . . . . . . . . . . . . . 35

3.1.3 Qualification wise classification . . . . . . . . . . . . . . . . 36

3.1.4 Experience wise classification . . . . . . . . . . . . . . . . . 37

3.1.5 Income wise classification . . . . . . . . . . . . . . . . . . . 38

3.1.6 About the clarity in communication . . . . . . . . . . . . . . 39

3.1.7 Usage of brand identity . . . . . . . . . . . . . . . . . . . . . 40

3.1.8 Awareness about profitable customers . . . . . . . . . . . . . 41

3.1.9 Awareness about customers changing buying behavior . . . . 42

3.1.10 Opinion on up-selling and cross selling . . . . . . . . . . . . 43

3.1.11 Key marketing messages that is consistently delivered in media 44

3.1.12 Experience customers have while interacting with employees 45

iv

3.1.13 Targeting of messages to specific market segments . . . . . 46

3.1.14 Opinion on shifting marketing to new channels . . . . . . . . 47

3.1.15 Opinion on maximizing the value . . . . . . . . . . . . . . . 48

3.1.16 Opinion on marketing tactics . . . . . . . . . . . . . . . . . 49

3.1.17 Integration of social media into traditional marketing . . . . 50

3.1.18 Opinion on creativity used . . . . . . . . . . . . . . . . . . . 51

3.1.19 Clarity of marketing materials used . . . . . . . . . . . . . . 52

3.1.20 Resonance of offers . . . . . . . . . . . . . . . . . . . . . . . 53

3.1.21 Effectiveness of offers . . . . . . . . . . . . . . . . . . . . . . 54

3.1.22 Role of offers in the product value . . . . . . . . . . . . . . . 55

3.1.23 Sales brochure attributes . . . . . . . . . . . . . . . . . . . . 56

3.1.24 Integration of sales tools . . . . . . . . . . . . . . . . . . . . 57

3.1.25 About the need of new tools . . . . . . . . . . . . . . . . . . 58

3.1.26 About the capturing of customer and prospect data . . . . . 59

3.1.27 About the compiling of email address . . . . . . . . . . . . . 60

3.1.28 About the website . . . . . . . . . . . . . . . . . . . . . . . 61

3.1.29 SEO of website . . . . . . . . . . . . . . . . . . . . . . . . . 62

3.1.30 Focusing of marketing campaigns . . . . . . . . . . . . . . . 63

3.2 Chi Square test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

3.2.1 Test of independence . . . . . . . . . . . . . . . . . . . . . . 64

3.2.2 Test of Goodness of Fit . . . . . . . . . . . . . . . . . . . . . 67

3.3 Correlation Coefficient . . . . . . . . . . . . . . . . . . . . . . . . . 69

3.4 Weighted Average Method . . . . . . . . . . . . . . . . . . . . . . . 71

4 Findings and Suggestions 73

4.1 Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

4.1.1 Demographic profile . . . . . . . . . . . . . . . . . . . . . . 73

4.1.2 Findings related to marketing strategies . . . . . . . . . . . 73

4.2 Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

5 Conclusions 81

References 83

v

List of Tables

Table Page

1.1 Industry profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

3.1 Gender wise classification . . . . . . . . . . . . . . . . . . . . . . . 343.2 Age wise classification . . . . . . . . . . . . . . . . . . . . . . . . . 353.3 Qualification wise classification . . . . . . . . . . . . . . . . . . . . 363.4 Experience wise classification . . . . . . . . . . . . . . . . . . . . . 373.5 Income wise classification . . . . . . . . . . . . . . . . . . . . . . . . 383.6 About the clarity in communication . . . . . . . . . . . . . . . . . . 393.7 Usage of brand identity . . . . . . . . . . . . . . . . . . . . . . . . . 403.8 Awareness about profitable customers . . . . . . . . . . . . . . . . . 413.9 Awareness about customers changing buying behavior . . . . . . . . 423.10 Opinion on up-selling and cross selling . . . . . . . . . . . . . . . . 433.11 Key marketing messages that is consistently delivered in media . . . 443.12 Experience customers have while interacting with employees . . . . 453.13 Targeting of messages to specific market segments . . . . . . . . . . 463.14 Opinion on shifting marketing to new channels . . . . . . . . . . . . 473.15 Opinion on maximizing the value . . . . . . . . . . . . . . . . . . . 483.16 Opinion on marketing tactics . . . . . . . . . . . . . . . . . . . . . 493.17 Integration of social media into traditional marketing . . . . . . . . 503.18 Opinion on creativity used . . . . . . . . . . . . . . . . . . . . . . . 513.19 Clarity of marketing materials used . . . . . . . . . . . . . . . . . . 523.20 Resonance of offers . . . . . . . . . . . . . . . . . . . . . . . . . . . 533.21 Effectiveness of offers . . . . . . . . . . . . . . . . . . . . . . . . . . 543.22 Role of offers in the product value . . . . . . . . . . . . . . . . . . . 553.23 Sales brochure attributes . . . . . . . . . . . . . . . . . . . . . . . . 563.24 Integration of sales tools . . . . . . . . . . . . . . . . . . . . . . . . 573.25 About the need of new tools . . . . . . . . . . . . . . . . . . . . . . 583.26 About the capturing of customer and prospect data . . . . . . . . . 593.27 About the compiling of email address . . . . . . . . . . . . . . . . . 603.28 About the website . . . . . . . . . . . . . . . . . . . . . . . . . . . 613.29 SEO of website . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 623.30 Focusing of marketing campaigns . . . . . . . . . . . . . . . . . . . 633.31 Contingency Table . . . . . . . . . . . . . . . . . . . . . . . . . . . 643.32 Observation Table for Hypothesi 1 . . . . . . . . . . . . . . . . . . . 653.33 Analysis Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

vi

3.34 χ2 goodness-of-fit test for observed counts in variable . . . . . . . . 683.35 Observation Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . 703.36 Attribute Response Table . . . . . . . . . . . . . . . . . . . . . . . 713.37 Weighted Average of Attributes . . . . . . . . . . . . . . . . . . . . 72

vii

List of Figures

Figure Page

3.1 Gender wise classification . . . . . . . . . . . . . . . . . . . . . . . 343.2 Age wise classification . . . . . . . . . . . . . . . . . . . . . . . . . 353.3 Qualification wise classification . . . . . . . . . . . . . . . . . . . . 363.4 Experience wise classification . . . . . . . . . . . . . . . . . . . . . 373.5 Income wise classification . . . . . . . . . . . . . . . . . . . . . . . . 383.6 About the clarity in communication . . . . . . . . . . . . . . . . . . 393.7 Usage of brand identity . . . . . . . . . . . . . . . . . . . . . . . . . 403.8 Awareness about profitable customers . . . . . . . . . . . . . . . . . 413.9 Awareness about customers changing buying behavior . . . . . . . . 423.10 Opinion on up-selling and cross selling . . . . . . . . . . . . . . . . 433.11 Key marketing messages . . . . . . . . . . . . . . . . . . . . . . . . 443.12 Experience customers have while interacting with employees . . . . 453.13 Targeting of messages to specific market segments . . . . . . . . . . 463.14 Opinion on shifting marketing to new channels . . . . . . . . . . . . 473.15 Opinion on maximizing the value . . . . . . . . . . . . . . . . . . . 483.16 Opinion on marketing tactics . . . . . . . . . . . . . . . . . . . . . 493.17 Integration of social media into traditional marketing . . . . . . . . 503.18 Opinion on creativity used . . . . . . . . . . . . . . . . . . . . . . . 513.19 Clarity of marketing materials used . . . . . . . . . . . . . . . . . . 523.20 Resonance of offers . . . . . . . . . . . . . . . . . . . . . . . . . . . 533.21 Effectiveness of offers . . . . . . . . . . . . . . . . . . . . . . . . . . 543.22 Role of offers in the product value . . . . . . . . . . . . . . . . . . . 553.23 Sales brochure attributes . . . . . . . . . . . . . . . . . . . . . . . . 563.24 Integration of sales tools . . . . . . . . . . . . . . . . . . . . . . . . 573.25 About the need of new tools . . . . . . . . . . . . . . . . . . . . . . 583.26 About the capturing of customer and prospect data . . . . . . . . . 593.27 About the compiling of email address . . . . . . . . . . . . . . . . . 603.28 About the website . . . . . . . . . . . . . . . . . . . . . . . . . . . 613.29 SEO of website . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 623.30 Focusing of marketing campaigns . . . . . . . . . . . . . . . . . . . 633.31 Chart of observed and expected values . . . . . . . . . . . . . . . . 663.32 Chart of contribution to chi-square value by category . . . . . . . . 69

viii

Chapter 1

Introduction

There are numerous definitions for marketing and what constitutes a mar-

keting strategy. Often marketing is thought of only as the promotion of products,

especially advertising and branding. However, marketing has a wider meaning

which recognizes that it is customer centered. A marketing strategy is the busi-

ness approach to promote its products and services expressed in broad terms. A

marketing strategy, in turn, forms the basis of the marketing plan. The marketing

plan contains the set of specific activities required to successfully implement a

marketing strategy.

Marketing strategies serve as the fundamental underpinning of marketing

plans designed to fill market needs and reach marketing objectives. Plans and ob-

jectives are generally tested for measurable results. Commonly, marketing strate-

gies are developed as multi-year plans, with a tactical plan detailing specific actions

to be accomplished in the current year. Marketing strategies are dynamic and in-

teractive. They are partially planned and partially unplanned.

Marketing strategy involves careful scanning of the internal and external

environments. Internal environmental factors include the marketing mix, plus

performance analysis and strategic constraints. External environmental factors

include customer analysis, competitor analysis, target market analysis, as well

as evaluation of any elements of the technological, economic, cultural or politi-

cal/legal environment likely to impact success.

Once a thorough environmental scan is complete, a strategic plan can be

constructed to identify business alternatives, establish challenging goals, deter-

mine the optimal marketing mix to attain these goals, and detail implementation.

A final step is to create a plan to monitor the progress and to set alternative plans

if a problem arises during the implementation of the plan.

1.1 Background of the problem

KTDC has been playing a key role in the development of infrastructure

facilities required by the rapidly growing tourist traffic into the State of Kerala

and has been the prime mover in the progressive development, promotion and

expansion of tourism in the State. Apart from developing the largest hotel chain

in Kerala, KTDC offers tourism related facilities like conducted tours, boating,

tourist reception centers, centralized/online reservations, conventional services,

customized tour packages etc. KTDC uses marketing campaigns, brochures, so-

cial media marketing etc to market its products. KTDC also gives training to

employees so that a standardized service is given for its customers. This is done

as a part of internal marketing. KTDC uses a marketing strategy which is dis-

tinctive from its competitors. But how far the marketing strategy is effective is

uncertain. This project evaluates the efficacy of marketing strategy of KTDC and

thereby suggesting a suitable marketing plan.

1.2 Industry profile

Tourism is considered as an agent of social change bridging gaps among

nations, regions and people and helping them to open up. It is a promoter of

development- material and spiritual both at macro and micro level. The World

Tourism Organization defines tourists as people traveling to and staying in places

outside their usual environment for not more than one consecutive year for leisure,

business and other purposes.

Table 1.1: Industry profile

Output per annum Increased 7 % per annumPercentage in world market 6.5% share

Market Capitalization 6.23% of GDP

Tourism is important, and in some cases, vital for many countries. It was

recognized in the Manila Declaration on World Tourism of 1980 as an activity

essential to the life of nations because of its direct effects on the social, cultural,

2

educational, and economic sectors of national societies and on their international

relations. Tourism brings in large amounts of income in payment for goods and

services available, accounting for 30% of the world’s exports of services, and 6% of

overall exports of goods and services. It also creates opportunities for employment

in the service sector of the economy, associated with tourism. These service indus-

tries include transportation services, such as airlines, cruise ships, and taxicabs;

hospitality services, such as accommodations, including hotels and resorts; and

entertainment venues, such as amusement parks, casinos, shopping malls, music

venues, and theaters.

1.2.1 Tourism in India

India is the second-fastest growing tourism market in the world. Tourism

in India is the largest service industry contributing up to 6.23 per cent to the

National Gross Domestic Product (GDP) and providing 8.78 per cent of the total

employment opportunity in India. It is also the second largest sector in coun-

try providing employment opportunities for low skilled people. India’s travel and

tourism industry is one of the most profitable industries in the country. It is also

credited with contributing a substantial amount of foreign exchange to the exche-

quer. Indian is a land of vast tourism opportunities as it is comprised of different

cultures, traditions, festivals, and places of interest.

The country is one of the favorite tourist destinations around the world,

according to world travel and tourism Council (WTTC). Further, the Travel and

Tourism Competitiveness Report by World Economic Forum, has ranked India at

the sixth place in tourism and hospitality. India provides the facility to Tourists of

international origin to understand and experience cultural diversity of the country.

According to Indian official estimates the tourism in India has outperformed the

global tourism industry in accordance with the growth, volume of foreign tourists

& even the revenue.

India witnesses about more than 5 million annual foreign tourist arrivals

and 562 million domestic tourism visits. Indian Tourism Industry generated about

US$100 billion in 2008 which is expected to increase to US$275.5 billion by 2018

at a 9.4% annual growth rate. The Campaign of ”Incredible India” is developed

by the Ministry of Tourism is used for the promotion of tourism in India.

3

Tourism products offered by India

1. Cruise tourism

2. Adventure tourism

3. Medical tourism

4. Wellness tourism

5. Golf tourism

6. Polo tourism

7. Meetings incentives conferences and exhibition

8. Film tourism

9. Eco tourism

Domestic media campaigns, international campaigns, national tourism awards,

international accolades, participation in travel fairs and exhibition, road shows,

food festivals, printing of brochures, outdoor publicity by advertising on taxis,

buses, trains, hoardings and billboards are some of the publicity and marketing

techniques adopted by Ministry of tourism, Government of India. Each state

further has its own publicity and marketing techniques. Eg: Kerala- Gods own

country campaign, Madhyapradesh- Hindusthan ki dil dekho campaign etc

Role of Ministry of Tourism

The Ministry of Tourism plays a crucial role in formulating national poli-

cies and programs as well as coordinating and supplementing the efforts of the

State/Union Territory Governments and private sector in improving the quality

of tourism Industry. As regards the domestic market, the Ministry aims to popu-

larize the culture and natural beauty of different regions, pilgrim sites and various

new tourism products.

The Ministry has a public sector undertaking namely the India Tourism

Development Corporation (ITDC) for carrying out its various functions, along

with the following autonomous institutions:-

1. Indian Institute of Tourism and Travel Management (IITTM)

2. National Institute of Water Sports (NIWS) has merged with IITTM

4

3. National Council for Hotel Management and Catering Technology (NCHMCT)

4. Institutes of Hotel Management (IHM)

The foreign direct investments (FDI) of Indian hotel and tourism industry

which contributes to the Indian economy inflows are US$ 2.1 billion from April

2000 to March 2010, according to the Department of Industrial Policy and Promo-

tion (DIPP).Indian Export earnings from international visitors and tourism goods

are expected to generate US$ 51.4 billion (nominal terms) by 2019. Furthermore,

the sector which accounted for 6.4% of total employment in 2009 is estimated to

rise to 7.2% of total employment by 2019.

Tourism industry in India holds tremendous potential for India’s economy

which eventually provide impetus to other industries, create millions of new jobs

and generate enough wealth to help pay off the international debt. This is the

main reason that today it is included that Tourism is amongst the Core Sectors

of the Indian Economy.

Indian Tourism Industry has got a major boost because of the booming IT

and outsourcing industry with increased number of business trips made by foreign-

ers to India, who will often add a weekend break or longer holiday to their trip.

They spend more time here in India than almost any other country worldwide.

1.2.2 Tourism in Kerala

Kerala state is considered as one of the ten paradises in the world. In more

ways than one, Kerala takes the credit for being the first state in India to compre-

hend the significance and importance of positioning and branding in the sphere of

tourism. From being a non entity in the mid 1980s, Kerala today has evolved into

an Indian tourisms superbrand and the countrys most premium holiday destina-

tion. Keralas worldwide success represents the triumph of vision, professionalism

and public private partnerships in the volatile and turbulent world of tourism.

Brief history

Kerala initiated tourism development programmes by establishing an in-

ternational beach resort at Kovalam in 1976 with the patronage of the central

government. Realizing the economic potentials, Government of Kerala declared

5

tourism as an industry in 1986. Within a short span of two and half decades, Ker-

ala succeeded in establishing its tourism brand in the international market. The

first tourism policy of the state was announced in 1995 underlining the importance

of Public Private Partnership.

Tourism has come a long way since then, capturing new markets with its

innovative products and marketing strategies. From hardly 50000 foreign tourist

arrivals and 0.13 billion rupees as foreign exchange in 1986, it has reached a status

of 0.6 million foreign tourist arrivals and 37.97 billion rupees as foreign exchange

in 2010. Total employment generated from tourism is estimated as 1.2 million.

Tourism development organisations

The flagship of tourism industry in Kerala is Department of tourism, Gov-

ernment of Kerala. Kerala Tourism Development corporation (KTDC), Bekal Re-

sorts Development Corporation (BRDC), Tourists Resorts Kerala Ltd (TRKL),

District Tourism Promotion Council (DTPC), Kerala Institute of Travel and

Tourism Management Studies (KITTS), Kerala Institute of Hospitality Manage-

ment Studies (KIHMS), Thenmala EcoTourism Development Agency and a host

of Government Departments such as forest and wildlife, irrigation, museum, zoo

and archaeology are other important state sponsored institutions which play key

role in Tourism sector of Kerala. Besides there are numerous agencies working in

the semigovernment and private sectors for the promotion of Kerala Tourism.

Role of KTDC in tourism development

KTDC plays a prominent role in tourism sector of Kerala. Kerala had been

an unknown destination till 1980s. The aggressive marketing of KTDC laid foun-

dation for growth of tourism industry and transformed Kerala into one of niche

holiday destination. The tag line Kerala Gods own country used in its promotions

became a global super brand. Gods own country is perhaps the most powerful

positioning statement for an Indian destination.

Kerala started aggressive print campaign in the late 1980s. The turning

point however happened when National geographic Traveller, after expensive re-

search spanning two years, brought out a special issue on the 50 destinations of a

6

lifetime the only destination that featured from India was Kerala. The first ever

television commercial done by tourism board in India, captured the magic of Ker-

ala and differentiated it from other states. Kerala also became the first tourism

board in India to venture advertising on internet.

Tourist season of Kerala starts from September to May. Kerala is famous for

beaches, backwaters, mountain ranges, wildlife sanctuaries, hill stations, ayurveda,

culture, art forms, festivals etc. Kerala has also launched shopping festivals, the

first biennale in India, International coir fest etc as an innovative method to get

more publicity. State promotes ecologically sustained tourism, which focuses on

the local culture, wilderness adventures, volunteering and personal growth of the

local population. Efforts are taken to minimize the adverse effects of traditional

tourism on the natural environment, and enhance the cultural integrity of local

people.

Kerala has set an example for other Indian states by pursuing a visionary

approach in tourism; by pushing doors open rather than waiting for the doors to

open, by being truly authentic in the experience it offers, by building relationships

worldwide and by thinking globally and acting locally.

1.3 Introduction to the company

KTDC Hotels and Resorts Limited (KTDC) was incorporated on 29

December 1965 as a private limited company with its registered corporate office

situated at Mascot square, Trivandrum. The initial name of the company was Ker-

ala Tourist and Handicrafts Corporation Private Limited. It was then changed as

Kerala Tourism Development Corporation Limited from 15 July 1970 and later as

KTDC Hotels and Resorts Limited from 07 October 2010 and now it is KTDC.

KTDC has been playing a key role in the development of infrastructure facilities

required by the rapidly growing tourist traffic into the State of Kerala and has

been the prime mover in the progressive development, promotion and expansion

of tourism in the State. Apart from developing the largest hotel chain in Kerala,

KTDC offers tourism related facilities like conducted tours, boating, tourist re-

ception centers, centralized/online reservations, conventional services, customized

tour packages etc.

KTDC, the states premier destination developer, owns over 60 properties

7

ranging from luxury hotels to budget hotels and motels, Yatri Nivases and restau-

rants, KTDC aptly qualifies as the official host to Gods own Country. The pre-

mium properties of this largest hotel chain in the state are located in the most

picturesque theme destinations of Kerala. KTDC also offers Ayurveda centres, cul-

tural entertainment and the best of Keralas cuisine at all its major establishments.

KTDC offers comprehensive holiday package Exclusive Escapades offers hol-

iday packages that are set in the premium properties of KTDC. As a pioneering

tourism development corporation, KTDC has also introduced innovative concepts

like insured holiday and rail holidays, which provide a complete Kerala package.

Kerala Tourism Development Corporation (KTDC) is the most successful

public sector undertaking The KTDC group of hotels has already stamped the

power in term of quality, marketing and hospitality. Even at the time of recession,

Kerala though showed a dim effect in the Kerala tourism field but where far ahead

when compared to other state, KTDC too showed the growth and from then on

there was no look back. KTDC, the largest hotel chain which includes a range

of luxury and economy resorts, hotels, and motels located in the heart of some of

Keralas most acclaimed destinations.

The company aims to be the major player in development of tourism in-

frastructure in the state. It provides elegant accommodation and better quality

services in KTDC hotels and restaurants. It tries to achieve high levels of produc-

tivity of employees by better training, motivation and HRD techniques. It also

promotes ecofriendly and sustainable tourism and also tourism products. The

company primarily focuses on building up capacities to handle increasing flow of

tourists into Kerala in a planned manner.

The brands and products of the company include heritage hotels, premium

hotels, Tamarind easy hotels, motels, restaurants, central reservation centre, shop-

ping complex and water sports. Beer parlors are on lease basis. KTDC has 3

regional offices north Calicut, central Kochi and south Trivandrum.

1.3.1 Mission

To provide leadership and play a catalytic role in the development of tourism

infrastructure in the State and to achieve excellence in strategic business opera-

8

tions through professionalism, efficiency, value for money and customer satisfac-

tion.

1.3.2 Vision

To make KTDC the official host to Gods own country, the best service

provider in the hospitality industry with basic infrastructure and state-of-the-art

facilities, focusing on environment conservation and preservation, adding impetus

to local supplies and human resources and thereby positioning as a Premier PSU

in the hospitality sector in Kerala.

1.3.3 Key objectives

1) To be a major player in the development of tourism infrastructure in the

State.

2) To treat the tourists as our Guests (Adhidhi Devo Bhava) and ensure

customer delight by providing value for money.

3) To provide elegant accommodation and better quality services in KTDC

Hotels and Restaurants.

4) To function as an efficient corporate house with improved productivity

levels and profit margins.

5) Achieve high levels of productivity of its employees by way of better

training, motivation and HRD techniques.

6) To empower the host population through responsible tourism.

7) To promote and market our products at National and International level

and thereby making Kerala as a premier Global tourism destination.

8) To promote sustainable and eco-friendly tourism in the state based on

the carrying capacity of the destinations.

9) To conserve, preserve the art, culture and heritage of the State.

9

10) To promote new innovative tourism products, lesser-known destinations.

11) To provide transport, entertainment, shopping, convention and recre-

ational services.

12) To render consultancy and managerial services in the hospitality indus-

try.

13) To undertake pioneering efforts for destination development.

14) To play an active role in association with the State Tourism Depart-

ment/Directorate in conceptualizing and execution of tourism projects, publicity,

promotion and training.

1.3.4 Brands and products

Heritage Hotels

1. Lake Palace, Thekkady.

2. Bolgatty Palace, Kochi.

Premium Hotels

1. Mascot Hotel, Thiruvanathapuram.

2. Hotel Samudra, Kovalam.

3. Waterscapes, Kumarakom.

4. Aranya Nivas, Thekkady.

5. Tea County, Munnar.

6. Bolgatty Island Resort, Kochi.

7. Marina House, Kochi.

Budget Hotels

1. Hotel Chaithram,Thiruvananthapuram.

2. Periyar House, Thekkady.

3. Garden House, Malampuzha.

4. Nandanam, Guruvayoor.

5. Mangalya, Guruvayoor.

7. Pepper Grove, Sulthan Bathery.

10

8.Golden Peak, Ponmudi

Tamarind Easy Hotels

1. Tamarind Easy Hotel, Neyyardam.

2. Tamarind Easy Hotel, Kollam.

3. Tamarind Easy Hotel, Changanasery.

4. Tamarind Easy Hotel, Alappuzha.

5 Tamarind Easy Hotel, Peermade.

6. Tamarind Easy Hotel, Thrissur.

7. Tamarind Easy Hotel, Guruvayoor.

8. Tamarind Easy Hotel, Mannarkadu.

9 . Tamarind Easy Hotel, Nilambur.

10. Tamarind Easy Hotel, Kondotty.

11. Tamarind Easy Hotel, Thirunelly.

12. Tamarind Easy Hotel, Kannur.

13. Tamarind Easy Hotel, Parasinikkadavu

Motels

1. Motel Araam, Kottarakkara.

2. Motel Araam, Palaruvi.

3. Motel Araam, Punalur.

4. Motel Araam, Kayamkulam.

5. Motel Araam, Alappuzha.

6. Motel Araam, Vaikom.

7. Motel Araam, Athirappally.

8. Motel Araam, Erumayur.

9. Motel Araam, Vadakara.

10. Motel Araam, Kuttipuram.

11. Motel Araam, Kannur.

Restaurants

1. KTDC Restaurant, Veli, Thiruvananthapuram.

2. KTDC Restaurant, Museum, Thiruvananthapuram.

3. Anantha Restaurant, New Delhi.

Others

1. Central Reservation Centre,Thiruvananthapuram.

11

2. Tourist Reception Centre,Thiruvananthapuram.

3. Tourist reception Centre, Ernakulam.

5. Shopping Complex, Shanmugam Road, Ernakulam.

6. Watersports, Veli.

Others on lease basis

Budget Hotel

1. Malabar Mansion, Kozhikode.

Restaurant & Beer Parlours

1. Karamana, Thiruvananthapuram.

2. Peyad, Thiruvananthapuram.

3. Statue, Thiruvananthapuram.

4. Balaramapuram.

5. Kazhakuttam.

6. Varkala.

7. Attingal.

8. Harippad.

9. Karukachal

10. Muvattupuzha.

11. Kanjikode, Palakkad.

12. Kozhinjampara, Palakkad.

13. Ramanattukara.

14. Changaramkulam.

15. Koyilandy.

16. Payyannur.

17. Kanhangad, Kazarcode.

18. Kannur.

1.4 Research methodology

While conducting a research there are two ways of approaching the same.

They are

1) Qualitative research method

12

2) Quantitative research method.

Quantitative research method

Quantitative research method emphasizes quantification in the collection

and analysis of the information. The aim is to gather numerical evidence where

conclusions can be drawn from or they can be used to test hypotheses. In order to

get reliable results it is necessary to study relatively large sample group and use

a computer to analyze the collected information. The information is derived from

questionnaire surveys, secondary sources and from observation involving counts.

Qualitative research method

Qualitative research method on the contrary does not involve numerical

data but emphasizes words rather than numbers. This method uses only a small

sample group; the primary information is gathered from a small number of people.

The information gathered cannot usually be presented in numerical form. This

research method is used when a full understanding of the sample group is required.

The information is derived from observation, informal and in-depth interviewing

and participant observation.

A description of research plan for the present study is discussed as under:

A study on internal perspective of marketing strategies implemented by KTDC

was conducted at KTDC situated in Trivandrum and the study covers the mar-

keting department which has a major role in designing and executing marketing

strategies. The means of collecting data is through secondary and primary data

collection methods.

Primary data was collected from the organisation through personnel visit,

questionnaire, interviews and discussions with important executives and staff mem-

bers of various departments. The variables used in the questionnaire includes

brand, market, messages, marketing channels, marketing tactics, creative ap-

proches, offers, sales tools and website.This helped to give an overall view of mar-

keting activities carried out in KTDC. The secondary data have been obtained

from company website, brochures etc.The brief history of KTDc, its functions,

products offered and strategic intent of company was obtained from company

website.

13

1.4.1 Objectives of study

KTDC uses a marketing strategy to differentiate it from its competitors,

but how far it is effective is uncertain. The objective of the study are . . .

1. To evaluate the marketing strategy of KTDC

2. To find out the marketing policy adopted by KTDC

3. To examine the marketing policy related to promotional activities of KTDC

4. To find out the threat involved in marketing policy of KTDC

5. To suggest suitable marketing policy

1.4.2 Research design

A research design is a master plan, which specifies various methods and pro-

cedure for collecting and analysing the needed information. Descriptive research

design is followed.

Sample size : 50

Sampling method: Simple random sampling

Sampling unit: Managers and officers of various departments in KTDC

Nature of data: Primary & secondary data

Place of study: KTDC hotels & resorts Ltd, Trivandrum

1.4.3 Sources of data

The sources of data include primary and secondary.

Primary data

The primary data was collected by means of a survey. Questionnaires were

prepared and given to executives and staffs of various departments. The ques-

tionnaire contains 25 questions which covers various aspects of marketing strategy

like brand, market, messages, marketing channels, marketing tactics, creative ap-

proaches, offers, sales tools, data and website. The response of the sample was

recorded on a grade scale of strongly agree, agree, neutral, disagree and strongly

disagree for each question. The filled up information was later analyzed to obtain

the interpretations and the findings.

14

Secondary data

The data was collected from websites, journals, reference books, company

records and brochures.

1.4.4 Statistical analysis tools used

The various statistical tools used for the analysis and interpretation of the

data are

1) Percentage analysis

2) Chi square test

3) Correlation analysis

4) Weighted average method.

1.4.5 Period of study

The study was conducted over a period of one month from 11 March 2013

to 11 April 2013.

1.4.6 Hypothesis

Hypothesis 1

H0: There is no significant difference between the efficiency of marketing

channels and marketing strategies of KTDC

H1: There is significant difference between the efficiency of marketing chan-

nels and marketing strategies of KTDC

Hypothesis 2

H0: There is no significant difference between gender and opinion about

marketing strategies of KTDC

15

H1: There is significant difference between gender and opinion about mar-

keting strategies of KTDC

Hypothesis 3

H0: There is no significant difference between marketing tools and market-

ing strategies adopted by KTDC

H1: There is significant difference between marketing tools and marketing

strategies adopted by KTDC

Hypothesis 4

H0: There is no association between the opinion about integrating social

media into traditional marketing tactics like direct mail and advertising

H1: There is association between the opinion about integrating social me-

dia into traditional marketing tactics like direct mail and advertising

Hypothesis 5

H0: There is no association between the opinion that sales tools are inte-

grated with brand and marketing campaigns

H1: There is association between the opinion that sales tools are integrated

with brand and marketing campaigns

1.4.7 Scope of study

In every company, the preparation of a marketing plan is vital for moni-

toring and tracking of the companys marketing strategies for a certain product or

service. The marketing plan helps to monitor the progress of marketing strategy

that is being implemented. Analysis of marketing strategy helps to find out ma-

jor competitors, which would enable the firm to offer its appropriately designed

marketing mix and thereby achieving firms objective. A well defined marketing

strategy can clearly describe which market segments to serve and which to ex-

clude, what product to serve and what not to serve. So the marketing strategy

have vital role in the success of an organisation.

16

KTDC has a significant role in the growth of Kerala tourism industry by

formulating effective marketing strategies. This study will evaluate the marketing

strategies implemented in KTDC, to find out the various marketing policies used

by them, to know its effectiveness and to suggest suitable policy for the company.

1.4.8 Limitation of study

1.The time frame given for the study is limited.

2.The study is based on qualitative analysis and hence results may be bi-

ased.

3.Detailed information about the company was not be provided, in order

to keep secrecy of company policies

1.5 Chapterisation

Chapter 1 discuss about the background of problem, industry profile, com-

pany profile, research objectives, research methodology, scope and limitation of

study. Chapter 2 gives in depth information about the literature reviewed for the

study. In Chapter 2 the topics discussed include marketing, marketing mix, mar-

keting segmentation, relationship marketing, marketing strategy, strategic role of

marketing, elements of marketing strategy, types of marketing strategy, marketing

strategy formulation and marketing strategy implementation. Chapter 3 presents

the data collection and analysis. The statistical tools used include Chi square,

Percentage analysis, Correlation coefficient and Weighted average method. Chap-

ter 4 presents the findings and suggestions of the study. Chapter 5 gives a brief

conclusion of the project.

17

Chapter 2

Literature review

Marketing is often thought to be only selling and advertising. However,

marketing consists of many other functions that can be seen far more important

than just the exchange of goods (Kotler, 1997).

The American Marketing Association defines marketing as follows: Market-

ing is the activity, set of institutions, and processes for creating, communicating,

delivering and exchanging offerings that have value for customers, clients, partners

and society at large.

Today, more than ever, marketing has put emphasis on satisfying the cus-

tomer needs. The customer tends to make decisions on buying a product or a

service based on their perception of the value and satisfaction that the product or

service delivers. From the companys point of view the goal of marketing is to first

build and then manage profitable customer relationships. In order to achieve this

it is not enough only to first market the product and then sell it but make sure

that the product being sold will meet the standards and be enough to fulfill the

customers expectations. Therefore the company must be aware and understand

their customers; their needs, wants and demands. That is why many companies

put a lot of effort and money into making different kinds of customer surveys ana-

lyzing their customers behavior and learning about the different way of delivering

the superior customer value and satisfaction(Kotler, 1997)

2.1 Marketing mix

The marketing mix is one of the major concepts in modern marketing and

is often brought up in general discussions of marketing. Marketing mix is a set

of marketing tools that a company uses to pursue its marketing objectives in the

target market. When a company is making decisions on marketing they generally

fall into four controllable categories known as the 4 Ps: product, price, place and

promotion(Kotler, 1997).

2.2 Market segmentation

In marketing it is almost impossible to succeed by handling all the con-

sumers as a big one size fits for all mass. Market segmentation recognizes that

people differ in many ways like in their needs, attitudes and lifestyles. Through

market segmentation companies divide their market into smaller segments. All of

the segments have specific needs and by dividing the market those needs can be

met more efficiently with products and services that match their unique needs.

Choosing the right target market is essential and often not that easy. When

defining a target market for a product there should be three separate levels. The

first level consists of consumers that are willing to buy and who also have the best

premises to buy. The second level consists of consumers who have the premises to

buy but not necessarily the desire. The third level consists of consumers who are

not able to buy but who should be monitored in case there is a change in their

buying readiness (Kotler, 1997).

There are many ways to segment a market. Different segmentation variables

are used, both alone and together, in order to classify consumers into different

segments. Kotler defines four major variables that are generally used in marketing;

geographic, demographic, psychographic and behavioral variables.

2.2.1 Geographical segmentation

Geographical segmentation divides the market into different geographical

units such as cities, regions, countries or climate and population density. By this

way when a company is deciding which units to operate and market, they can pay

19

attention to geographical differences in needs and wants. For example a major

clothing store chain can pay attention to their selection in stores in northern areas

where it is colder and the need for warmer clothes is greater than in areas located

more south(Kotler, 1997)

2.2.2 Demographic segmentation

Demographic segmentation consists of dividing the market into groups

based on variables such as age, gender, family size, income, occupation, educa-

tion, religion, race and nationality. Demographic factors are the most popular

bases for segmenting customer groups. This is partly because customer wants are

closely linked to variables such as income and age. Also, for practical reasons,

there is often much more data available to help with the demographic segmenta-

tion process (Kotler, 1997).

2.2.3 Psychographic segmentation

Psychographic segmentation divides the market into different groups based

on social class, lifestyle or personality characteristics. People can be in the same

geographical segment meaning that they may for example live in the same city;

they can even be of same age. But one may be a student and another a worker.

This affects their lifestyles greatly and therefore also has an effect on the buying

behaviors of the people (Kotler, 1997).

2.2.4 Behavioral segmentation

Behavioral segmentation divides buyers into groups based on their knowl-

edge, attitudes, uses and responses to a product. Behavioral segmentation has the

advantage of using variables that are closely related to the product itself. When a

company knows when and why customers are buying their products, they can link

their marketing to that. For example some holidays like on Valentines Day or at

Christmas people tend to buy certain things related to the occasion; many compa-

nies prepare special offers and advertisements for those holiday occasions.(Kotler,

1997)

20

2.3 Relationship marketing

Relationship marketing is a form of marketing that emphasizes customer

retention and satisfaction. It switches the focus from the recruitment of new

customer to the retention and recovery of existing ones. Relationship marketing

differs from other forms of marketing in that it recognizes the long-term value of

customer relationships and extends communication. The world of marketing today

is more customer-centered. As companies must compete in a more competitive

marketplace they have to know their customers? needs and wants in order to get

new customers, then keep and grow them by delivering greater value for them

(Piercy and Nigel, 2000)

When planning g a relationship marketing strategy one must take into

account that not all customers want a relationship with the company. That is

why it must be carefully considered which types of customers are usually more

likely to repeat their visit in a hotel or a restaurant. Some customers are aware

of the wide choice of competitor products and services and do not want to limit

their options and tie themselves only to one company but prefer to switch their

custom accordingly. Other customers are not interested in any type of relationship

with any company; they simply look at the best quality, value and convenience

available at the time of purchase (Davis, 2007).

2.4 Introduction to marketing strategy

Marketing strategy includes all basic and long-term activities in the field of

marketing. It deals with the analysis of the strategic initial situation of a company,

the formulation, evaluation and selection of market-oriented strategies. Therefore

it contributes to the goals of the company and its marketing objectives.

Strategic planning is a process of developing and maintaining a link between

the organizations goals and capabilities and its changing marketing opportunities.

The marketing strategy is shaped by the overall business goals meaning that it

broadly explains what actions are required to achieve the goals and objectives.

The marketing strategy can be thought of as a game plan that outlines, often in

a list form factors such as the target market, positioning, distribution channels,

price, advertising and possible research and development.

21

2.5 Marketing strategy

According to (Kotler, 1997) The marketing strategy is the way in which the

marketing function organises its activities to achieve a profitable growth in sales

at a marketing mix level.

A marketing strategy may be defined as a plan (usually long term) to achieve the

organisations objectives as follows...

a) By specifying what resources should be allocated to marketing.

b) By specifying how these resources should be used to take advantage of

opportunities which are expected to arise in the future.

A marketing strategy would consist of the following:

a. Identifying markets and customers needs in those markets.

b. Planning products which will satisfy the needs of these markets.

c. Organising marketing resources , so as to match products with customers

in the most efficient and effective way possible, ie, so as to maximise customer sat-

isfaction and the organisations profits or sales revenue (or whatever its objectives

are at the same time).

Choosing the right target market is essential and often not that easy. When

defining a target market for a product there should be three separate levels. The

first level consists of consumers that are willing to buy and who also have the best

premises to buy. The second level consists of consumers who have the premises to

buy but not necessarily the desire. The third level consists of consumers who are

not able to buy but who should be monitored in case there is a change in their

buying readiness (Kotler, 1997).

Positioning is the act of designing the companys offering so that the services

and products are based on some core idea or benefit. Its meaning is to create a

competitive angle toward the competitors so the positioning of a product can be

based for example on the best or quickest service, accessibility or affordability.

This way the product occupies a clear, distinctive and desirable place relative to

competing products in the minds of the target customers.

22

Marketing strategy is mainly indicated by the marketing objectives, cus-

tomer and competitive perspectives and product/market momentum ( i.e. ex-

trapolation of past performance to the future). This forms the basis of marketing

strategy. Marketing strategy is developed at the business unit level (Kotler, 1997).

2.5.1 3 Cs of marketing strategy

Within a given environment, marketing strategy deals essentially with the

interplay of three forces known as the strategic 3 Cs namely the Customer, the

Competition and the Corporation (Davis, 2007).

A good marketing strategy should be characterized by

a) clear market definition

b) a good match between corporate strengths and the needs of the market

c) superior performance, relative to the competition, in the key success factors of

the business.

Marketing strategy, in terms of these key constituents, must be defined as

an endeavour by a corporation to differentiate itself positively from its competitors,

using its relative corporate strengths to better satisfy customer needs in a given

environmental setting.

Based on the interplay of the strategic three Cs, formation of marketing strategy

requires the following 3 decisions:

1. Where to compete. (definition of the market). One or various segments.

2. How to compete, that is, it requires a means for competing .

3. When to compete, that is, it requires timing of market entry (Lambin

and Jean-Jacques, 2000).

2.6 Strategic role of marketing

In its strategic role, marketing focuses on a business intentions in a market

and the means and timing of realizing those intentions. The strategic role of mar-

23

keting is quite different from marketing management which deals with developing,

implementing and directing programs to achieve designated intentions. To clearly

differentiate between marketing management and marketing in its new role , a

term strategic marketing. has been coined to represent the latter (Gale et al.,

1980).

Strategic marketing is seen as a process consisting of: analyzing environ-

mental, market competitive and business factors affecting the corporation and its

business units, identifying market opportunities and threats and forecasting future

trends in business areas of interest for the enterprise , and participating in setting

objectives and formulating corporate and business unit strategies. It also includes

selecting market target strategies for the product markets in each business unit,

establishing marketing objectives as well as developing , implementing and man-

aging the marketing program positioning strategies in order to meet market target

needs. (Gale et al., 1980)

Strategic marketing means looking at the whole of a companys portfolio of

products and markets, and managing the portfolio to achieve the companys overall

goals (Jain and Girish, 1993) Although definitions for the term vary, (Hamper and

Baugh, 1990) define marketing strategy as a consistent, appropriate and feasible

set of principles through which a particular company hopes to achieve its longrun

customer and profit objectives in a particular competitive environment.

The primary purpose of a marketing strategy is to effectively allocate and

coordinate marketing resources and activities to accomplish the firms objectives

within a specific product market. Therefore decisions about the scope of a mar-

keting strategy involve specifying the target market segment(s) to be pursued and

the product line to be offered. Then, firms seek a competitive advantage and syn-

ergy, planning a well integrated program of marketing mix elements (Boyd et al.,

1998).

Marketing strategy creates pathways to a desirable future. The output from

such marketing strategy analysis and choice (or strategic marketing decision ) is

a marketing strategy statement.

The strategic analysis of marketing makes reference to the future situation

of products and markets,(Prahalad et al., 2004), that is to say that it tries to guide

24

the company by the correct path and where the company should be in the future.

It is also important to define clearly what should be interpreted for product and

for markets and this is important because marketing strategies are open to inter-

pretations (Piercy and Nigel, 2000). Traditional definitions can be broken by new

variables that contribute to redefine markets and products. These variables can

be technology, Internet, changing consumers attitudes, social changes, etc..

The term marketing strategy reflects the companys best opinion as to how

it can most profitably apply its skills and resources to the marketplace. It is in-

evitable broad in scope. Marketing strategies are the means by which a company

achieves its marketing objectives and are usually concerned with the 4 p’s. (Mc-

donald, 1999).

2.7 Elements of marketing strategy

A marketing strategy is made of several interrelated elements. The first

and most important is market selection which is directly related to choosing the

markets to be served(Brown and Sommers, 1982). Product planning includes the

specific products the company sells, the makeup of the product line, and the de-

sign of individual offerings in the line. Another element is the distribution system:

the wholesale and retail channels through which the product moves to the people

who ultimately buy it and use it. The overall communications strategy, employs

advertising to tell potential customers about the product trough radio, television,

direct mail, and public print and personal selling to deploy a sales force to call

on potential customers, urge them to buy, and take orders. Finally , pricing, is

an important element of any marketing program and is one of the most directed

marketing elements in the creation of value for shareholders (Doyle, 2000). The

company must set the product prices that different classes of customers will pay

and determine the margins or commissions to compensate agents, wholesalers ,

and retailers for moving to product to ultimate users.

The External, market orientation must be kept in mind since the compa-

nies are guided to the market in a regular way. Reliable data in the strategic

analysis has bigger possibilities of success and bigger chances of optimizing their

results.(Aaker, 2004)

Other issues to take into consideration and which influence in marketing

25

strategies are: the understanding of growth markets and Market Share, managing

international realities, implicating empirical research, utilization of methodological

developments, for example, portfolio models, experience curves, scenario analysis,

market structure analysis and technological forecasting; and finally getting into

interdisciplinary developments, including marketing, organizational behaviour, fi-

nance and accounting, economics, strategy. (Aaker, 2004)

2.8 Types of marketing strategy

(Sahaf, 1993) has mentioned six strategies that can help a leader attain the

objective of market share protection. They are

2.8.1 Position defense

In this strategy a leader attempts to protect its existing market share

through fortification wherein the leader erects barriers around him to stop com-

petitors. The barrier can be in the form of a firms distinctive skills capabilities

and marketing assets that not only have greater significance for the customers but

also are difficult for the competitors to copy.

2.8.2 Mobile defense

This involves constantly shifting resources and developing new strategies

and tactics. A mobile defense is intended to create a moving target that is hard to

successfully attack, while simultaneously, equipping the defender with a flexible

response mechanism should an attack occur. In business this would entail intro-

ducing new products, introducing replacement products, modifying existing prod-

ucts, changing market segments, changing target markets, repositioning products,

or changing promotional focus. This defense requires a very flexible organization

with strong marketing, entrepreneurial, product development, and marketing re-

search skills.

26

2.8.3 Flank position

This involves the redeployment of your resources to deter a flanking attack.

You protect against potential loss of market share in a segment, by strengthen-

ing your competitive position in this segment with new products and other tactics.

2.8.4 Counter offensive

Counter offensive defense refers to the response of a market leader to a

real attack by a competitor. In fact, these defensive calls for a leader to respond

to a competitors head on attack by identifying the attackers weakness and then

launch a counter attack. Generally a leader actively responds to any move of his

competitors. An effective counterattack is to invade the attackers main territory

so that it will have to pull back some troops to defend the territory. Generally

counteroffensive defense works when the attacker has become vulnerable as a re-

sult of the over stretching of resources.

2.8.5 Preemptive defense

A preemptive defense strategy demands to attack potential aggressor before

he starts his offence. By pursuing preemptive defense strategy a firm intends to

convey let it be known how it will retaliate. Thus such a strategy aims to create a

threat which will prevent any potential challenger from attacking in the first place.

In business the preemptive defense can involve an actual attack on the competition

or merely signalling an intention to fight on a particular front and a willingness to

commit the necessary resources to defend against aggression. Product or brand

proliferation is a form of preemptive defense.

2.8.6 Contraction defense

A contraction defense, or strategic withdrawal, requires giving up unten-

able ground to reduce over stretching on the core business which can be defended

against attack. In fact, such a strategy calls for a withdrawal from the most vul-

nerable segments and redirect resources to those that are more defendable.

27

2.9 Marketing strategy formulation

A company should not only know own company but also the behavior of

the competitors potential and the capacity to add and remove it in products,

segments, markets, distribution channels, etc. From my point of view one of the

clearest indicators that a company thinks, and it acts with mentality of strategic

marketing it is the level of depth that makes of its competitors.(Alexander, 1985)

(Bantel, 1997) suggests that particular product/market strategies are ef-

fective at achieving particular performance goals to the exclusion of others. The

synergies between strategy types and implementation capabilities exist and should

be exploited.Creating marketing synergy means that you have a marketing plan

where each element of your plan complements another. The total effect achieved

is greater than the sum of the individual effects. Synergy creates greater power

and energizes company’s marketing efforts.

According to (Hrebiniak, 2006)) formulating a consistent strategy is a diffi-

cult task for any Management team and making that strategy work (implementing

it throughout the Organization) is even more difficult. he also pointed out that

managers know more about developing a strategy than they do about executing

it. One of the basic problems he quote is that managers are trained to plan, not

execute plans. Another problem is that some top level managers believe strategy

implementation is below them’, something best left to lower level managers.

According to (Noble, 1999), a myriad of factors can potentially affect the

process by which strategic plans are turned into organizational action. Unlike

strategy formulation, strategy implementation is often seen as something of a

craft, rather than a science, and its research history has previously been described

as fragmented and eclectic. Leadership, and specifically strategic leadership, is

widely described as one of the key drivers of effective strategy implementation.

However, a lack of leadership, and specifically strategic leadership by the top

management of the organisation, has been identified as one of the major barriers

to effective strategy implementation. Strategic leadership is defined as the lead-

ers ability to anticipate, envision, and maintain flexibility and to empower others

to create strategic change as necessary. Strategic leadership is multi functional,

involves managing through others, and helps organisations cope with change that

seems to be increasing exponentially in todays globalised business environment.

28

2.10 Marketing strategy implementation

Great strategies are worth nothing if they cannot be implemented . Strat-

egy implementation is important but difficult because implementation activities

take a longer time frame than formulation, involves more people and greater task

complexity, and has a need for sequential and simultaneous thinking on part of

implementation managers. Strategy formulation and implementation are comple-

mentary and logically distinguishable areas of strategic management and part of

the overall process of planning executing and adapting.

Good implementation naturally starts with good strategic input: the soup

is only as good as the ingredients.Whether a strategy itself is consistent and fit-

ting or not is a key question for successful strategy implementation, but even a

consistent strategy cannot be all things to all people. Strategy programs need

to be expanded to focus on the implementation process. More attention should

be given to breaking down lofty statements into practical, actionable, measurable

activities. The language and methods used to implement need to be simplified,

and consistently deployed. Success in implementation is critical to validating the

investment in strategy in the first place. (Allio, 2005)

2.10.1 Management involvement in strategy implementa-

tion

(Heracleous, 2000) also finds that if middle management do not think the

strategy is the right one, or do not feel that they have the requisite skills to imple-

ment it, then they are likely to sabotage its implementation. He refers to groups

within the organization who will inevitably disagree with the strategy. These

groups may sabotage strategy implementation by deliberate actions or inactions,

if implementing the strategy may reduce their power and influence. Thus, Herba-

ceous also sees the perceived ability and perceived consistency between personal

goals and the strategic change goals as the decisive soft factor.

(Waldersee and Sheather, 1996) believe that the approach of matching strat-

egy and managers style ignores the causal role of the organizational context or the

29

interaction of personality and context on implementation actions. It is widely

accepted that different strategies need to be implemented in different ways. Their

study demonstrates, at least in a laboratory setting, that strategy plays a signifi-

cant role in shaping managers intentions. Managers can alter their behaviours to

suit different strategy situation.

(Kim and Mauborgne, 1991) point out that subsidiary top managers want

an open process, that is consistent and fair, and that allows for their input to be

heard. In the presence of a so called due (or open) process, subsidiary managers

are motivated to implement global strategies. They feel a strong sense of organi-

zational commitment, trust in head office management, and social harmony with

their head office counterparts. In the absence of such a due and fair process, the

effect may be the opposite from the intended one.

(Chimhanzi, 2005) suggests that cross unit working relationships have a key

role to play in the successful implementation of marketing decisions. Implementa-

tion effectiveness is affected negatively by conflict and positively by communica-

tion and specifically, interpersonal, not written. In turn, these interdepartmental

dynamics are affected by senior management support, joint reward systems, and

informal integration.

Firms devoting attention to the alignment of marketing and human re-

sources are able to realize significantly greater successes in their strategy imple-

mentation. Specifically, these findings imply that marketing managers should

seek to improve the relationship with their HR colleagues by emphasizing two of

the process based dimensions: joint reward systems and written communication.

(Chimhanzi, 2005)

2.10.2 8S framework of strategy implementation

(Higgins, 2005) sets up an 8s framework of strategy implementation, includ-

ing strategy and purposes structure, resources, shared values, style, staff, systems

and processes, and strategic performance. The 8s of strategy execution is an ap-

proach that enables senior management to enact, monitor, and assess the cross

functional execution of strategies. The 8s of strategy execution are a revision of

the original McKinsey 7s model. Higgins has deleted skills from the McKinsey

30

framework and he has added resources in their place. He also added strategic

performance in order to help focus the strategy execution process. As always, if

there isnt a good match or alignment among these factors, performance in strategy

implementation will suffer.

According to (Jain, 2009): System approach can be defined as, A set of

objects together with the relationships among them and their attributes. System

approach emphasis on the interrelations and interconnections among the com-

ponents of a marketing system in which product, services, money, equipment,

information etc, flow from marketers to customer. These flows largely determine

the survival and growth of a firm. Therefore the focus of system approach is on the

analysis of the marketing flows and communication from markers to the customers.

2.11 Summary

From this chapter we get a brief idea about all topics discussed in the same.

Marketing is important wing of any company. marketing mix help to design an

effective product. Market segmentation help to identify the target customers. Re-

lationship marketing mainly focus on building relationship between company and

customers. For all entities mentioned here needs an effective marketing strategy.

Marketing strategy is a process that can allow an organization to concen-

trate its resources on the optimal opportunities with the goals of increasing sales

and achieving a sustainable competitive advantage. Marketing strategy includes

all basic and longterm activities in the field of marketing that deal with the anal-

ysis of the strategic initial situation of a company and the formulation, evaluation

and selection of market oriented strategies and therefore contributes to the goals

of the company and its marketing objectives.

A good marketing strategy also defines the reason why it is unique or com-

pelling to buyers. It should explain what is the benefit the consumer gets by

purchasing the companys product. It should explain why the customer would

want to buy that particular product from the company and not go to some com-

petitor instead.

Marketing strategy creates pathways to a desirable future. The output from

31

such marketing strategy analysis and choice (or strategic marketing decision) is a

marketing strategy statement. There are several elements of marketing strategy

which is crucial for its formulation, implementation and evaluation. Even though

there are different types of marketing strategy, choosing the best one is vital for

the company.

32

Chapter 3

Data Collection and Analysis

This chapter presents the data collection and analysis.The methodology de-

scribed in Chapter 1 provided the baseline for data gathering. The presentation of

data is systematically linked to the format of self developed questionnaire attached

in the appendix. Descriptive and inferential statistics such as frequencies, tables,

percentage and correlation tests were used in the data analysis and summaries.

Relationships between variables were identified using frequencies, Chi square and

correlation.

The tools used for statistical analysis are

1) Percentage analysis

2) Chi square test

3) Correlation coefficient

4) Weighted average method

3.1 Percentage Analysis

Percentage analysis is the method to represent raw streams of data as a

percentage (a part in 100 - percent) for better understanding of collected data.

Table 3.1: Gender wise classification

Gender No of respondents PercentageMale 36 72%

Female 14 28%

Figure 3.1: Gender wise classification

3.1.1 Gender wise classification

Analysis

It can be seen from the table. 3.1 as well as from the figure. 3.1 that out of

50 respondents 72% are male and 28% are females.

Inference

Out of 50 respondents 72% are male. Majority of the respondents of the

study are males.

34

3.1.2 Age wise classification

Table 3.2: Age wise classification

age No of respondents Percentage20-30 4 8%31-40 28 56%

41& above 18 36%

Figure 3.2: Age wise classification

Analysis

It can be seen from the Table 3.2 as well as from the above Fig. 3.2 that

out of 50 respondents 8% of the respondents have the age between 20 and30 and

56% of them were aged between 31 and 40. Remaining 36% have age more than

41.

Inference

56% of the respondents have age between 31 and 40. Majority of the re-

spondents are in the age group of 31 and 40.

35

3.1.3 Qualification wise classification

Table 3.3: Qualification wise classification

Qualification No of respondents PercentagePlus two 2 4%Degree 30 60%

Technical 6 12%PG 12 24%

Figure 3.3: Qualification wise classification

Analysis

It can be analyzed from the Table 3.3 out of 50 respondents 4% of the

respondents have the qualification of plus two and 60% of them are graduates.

12% of them were technically qualified and remaining 24% are post graduates.

Inference

Majority of the respondents are graduates.

36

3.1.4 Experience wise classification

Table 3.4: Experience wise classification

Experience No of respondents PercentageBelow 1 year 1 2%

1-5 years 11 22%6-10 years 16 32%

Above 10 years 22 44%

Figure 3.4: Experience wise classification

Analysis

It can be analyzed from the Table 3.4 that 2% of the respondents have an

experience of below 1 year in the organization. 22% of them have an experience

between 1 to 5 years and 32% of them have an experience of 6 to 10 years. 44%

of the employees have an experience of more than 10 years.

Inference

44% of the employees have an experience of more than 10 years. This

indicates that majority of the KTDC executives are more experienced.

37

3.1.5 Income wise classification

Table 3.5: Income wise classification

Income No of respondents Percentage5000-10000 2 4%10001-20000 18 36%20001-30000 17 34%Above 30000 13 26%

Figure 3.5: Income wise classification

Analysis

It can be seen from the Table 3.5 as well as from the above Fig. 3.5 that

out of 50 respondents 4% of the respondents have an income between 5000 and

10000 and 36% of them have an income between 10001 and 20000. 34% earns

between 20001 and 30000 it can be seen that 26% of them earn more than 30001

as their income.

Inference

Majority of the respondents have an income between 10001 and 20000.

38

3.1.6 About the clarity in communication

Table 3.6: About the clarity in communication

Response No of respondents PercentageStrongly agree 12 24

Agree 18 36Neutral 2 4Disagree 14 28

Strongly disagree 4 8

Figure 3.6: About the clarity in communication

Analysis

As from the Table 3.6 it can be seen that 24% of the respondents strongly

agree that their brand clearly communicates what they are about and conveys the

highest value which they deliver. 36% of them agree with the same. Here only

4% of the respondents became neutral. 28% of the respondents disagree and 8%

of the respondents strongly disagree with the same. According to them the brand

does not clearly communicates what they are about and conveys the highest value

they deliver.

Inference

36% of the respondents agree that their brand clearly communicates what

they are about and conveys the highest values they deliver. This indicates that

the brand used by KTDC conveys the intended message.

39

3.1.7 Usage of brand identity

Table 3.7: Usage of brand identity




Figure 3.7: Usage of brand identity

Analysis


agree that their brand identity is being used in all media. 54% of the respondents

agree with it. Here only 4% of the respondents became neutral. 18% of the

respondents disagree and 8% of the respondents strongly disagree that their brand

identity is not being used in all media.

Inference

54% of the respondents agree that their brand identity is being popularly

used in all media. This indicates that brand messages used are consistently deliv-

ered in all media and thereby creating a popular brand identity.

40

3.1.8 Awareness about profitable customers

Table 3.8: Awareness about profitable customers




Figure 3.8: Awareness about profitable customers

Analysis

From the Table 3.8 it is seen that 48% of the executives and managers

strongly agreed to the statement that they know their most profitable customers

and they are targeting prospects that look like their best customers. 24% also

accords to the same. While 16% disagreed to the statement and 10% strongly

disagrees to the same.

Inference

KTDC is fully aware about its most profitable customers and they are

targeting such customers and prospects. This shows that KTDC is aware about

its profitable customers and by targeting such customers, KTDC is increasing its

profit.

41

3.1.9 Awareness about customers changing buying behav-

ior

Table 3.9: Awareness about customers changing buying behavior




Figure 3.9: Awareness about customers changing buying behavior

Analysis

42% agreed to the statement that they are aware about customers changing

buying behavior. 12% strongly agrees to it, 16% disagrees to the statement and

another 16% strongly disagree to the same.

Inference

Majority of the staffs know that customers have changed the way they

find, buy or use KTDCs services and KTDC has adjusted the marketing plan

accordingly. This shows that KTDC changes its marketing plan based on customer

buying behavior.

42

3.1.10 Opinion on up-selling and cross selling

Table 3.10: Opinion on up-selling and cross selling




Figure 3.10: Opinion on up-selling and cross selling

Analysis

From the Table 3.10 it is seen that 62% of the staffs agreed to the state-

ment that they are actively up-selling and cross selling services to their current

customers. 14% disagrees to it while 10% strongly agrees to the statement. 8%

strongly disagrees to it.

Inference

Majority of the staffs agrees to the statement which shows that the sales

tools and marketing plan adopted are very well supporting the sales activity.

KTDC has got active sales agents who enhances the up-selling and cross selling

activity.

43

3.1.11 Key marketing messages that is consistently deliv-

ered in media

Table 3.11: Key marketing messages that is consistently delivered in media




Figure 3.11: Key marketing messages

Analysis

From the Table 3.11 it is seen that 42% of staffs agreed to the statement

that they have key marketing messages that they are consistently delivering in all

media. 14% strongly agrees to the statement and an equal number disagrees to it.

10% strongly disagrees to the statement. 20% remained neutral to the statement.

Inference

KTDC have key marketing messages that they are consistently delivering

in all media. This ensures wider reach and visibility to the brand, offers, services

etc

44

3.1.12 Experience customers have while interacting with

employees

Table 3.12: Experience customers have while interacting with employees




Figure 3.12: Experience customers have while interacting with employees

Analysis

Table 3.12 shows that 34% of the employees strongly agreed to the state-

ment that the messages delivered in all media matches the experience customers

have when they interact with KTDCs staff. 30% agreed to it while an equal

number disagreed to the same. Only 12% strongly disagreed to the statement.

Inference

The experience customers have while interacting with the employees matches

with the key messages that is being delivered in all media. The staffs of KTDC

are well trained and customer friendly. Training given to employees by KTDC

ensures that a standardized service is given to all customers.

45

3.1.13 Targeting of messages to specific market segments

Table 3.13: Targeting of messages to specific market segments




Figure 3.13: Targeting of messages to specific market segments

Analysis

From the Table 3.13 it is seen that 36% of the employees agreed to the

statement that they are tailoring messages to specific market segments when they

have an opportunity to do so. 24% strongly agreed to it, while 20% disagreed

to the statement. 12% strongly disagreed to the statement while 8% remained

neutral about the same.

Inference

Majority of the employees agreed to the statement that they are tailoring

messages to specific to market segments when they have an opportunity to do so.

This means marketing tactics used are flexible.

46

3.1.14 Opinion on shifting marketing to new channels

Table 3.14: Opinion on shifting marketing to new channels




Figure 3.14: Opinion on shifting marketing to new channels

Analysis


agree that it is time to shift some or more of their marketing to new channels

such as social media and mobile marketing. 44% of them agree with the same.

Here only 2% of the respondents became neutral. 16% of the respondents disagree

with this and it 2% of the respondents strongly disagree that it is time to shift

some or more of their marketing to new channels such as social media and mobile

marketing.

Inference

36% of the respondents agree that it is time to shift some or more of their

marketing to new channels such as social media and mobile marketing. This shows

that KTDC has realized the importance of new marketing channels and they are

in phase to shift to some of their marketing to new channels.

47

3.1.15 Opinion on maximizing the value

Table 3.15: Opinion on maximizing the value




Figure 3.15: Opinion on maximizing the value

Analysis


agree that they are maximizing the value of the proprietary channels they control,

such as newsletters, invoices, product packaging and inserts, vehicles and build-

ings. 58% of them agree with the same. Here only 4% of the respondents became

neutral. 18% of the respondents disagree and 10% of the respondents strongly

disagree with this.

Inference

58% of the respondents agree that they are maximizing the value of the

proprietary channels they control, such as newsletters, invoices, product packaging

and inserts, vehicles and buildings. KTDC has got several marketing tools and

they are utilizing it effectively.

48

3.1.16 Opinion on marketing tactics

Table 3.16: Opinion on marketing tactics




Figure 3.16: Opinion on marketing tactics

Analysis

It can be seen from the Table 3.16, that 36% of the respondents strongly

agree that the marketing tactics are generating the best results- leads, conversions

or sales at the lowest cost.40% of them agree with the same. Here only 2% of

the respondents became neutral. 18% of the respondents disagree and 4% of the

respondents strongly disagree with this.

Inference

36% of the respondents agree that the marketing tactics are generating the

best results- leads, conversions or sales at the lowest cost. This indicates that the

marketing tactics used is very effective.

49

3.1.17 Integration of social media into traditional market-

ing

Table 3.17: Integration of social media into traditional marketing




Figure 3.17: Integration of social media into traditional marketing

Analysis

From the Table 3.17 it can be seen that 42% of the respondents strongly

agree that they are integrating social media into traditional marketing tactics like

direct mail and advertising. 40% of them agree with the same. Here only 2% of

the respondents became neutral. 8% of the respondents disagree and 8% of the

respondents strongly disagree with this.

Inference

42% of the respondents agree that they are integrating social media into

traditional marketing tactics like direct mail and advertising. This shows that

KTDC understands the importance of social media in marketing its products and

they are integrating the same into traditional marketing tactics like direct mail

and advertising.

50

3.1.18 Opinion on creativity used

Table 3.18: Opinion on creativity used




Figure 3.18: Opinion on creativity used

Analysis

From the above it can be seen that 26% of the respondents strongly agree

that their creative is attention getting and it stands out in a crowded market place.

54% of them agree with the same. Only 2% of the respondents became neutral.

16% of the respondents disagree and 2% of the respondents strongly disagree with

this.

Inference

54% of the respondents agree that their creative is attention getting and it

stands out in a crowded market place. The creative designs or features used in ads,

brochure etc are attention getting and it is unique which makes it to differentiate

from its competitors.

51

3.1.19 Clarity of marketing materials used

Table 3.19: Clarity of marketing materials used




Figure 3.19: Clarity of marketing materials used

Analysis

As from the above it can be seen that 30% of the respondents strongly agree

that their call to action is loud and clear and their prospects know exactly what

to do next after reviewing their marketing materials. 36% of them agree with

the same. Here 10% of the respondents became neutral. 18% of the respondents

disagree and 8% of the respondents strongly disagree with this.

Inference

36% of the respondents agree that their call to action is loud and clear.

Their prospects know exactly what to do next after reviewing their marketing

materials. This indicates that messages conveyed in marketing material are ap-

propriate and very clear.

52

3.1.20 Resonance of offers

Table 3.20: Resonance of offers




Figure 3.20: Resonance of offers

Analysis


that their offer is resonating with prospects and more and more people saying yes.

40% of them agree with the same. Here none of the respondents became neutral.

8% of the respondents disagree and 2% of the respondents strongly disagree with

this.

Inference

50% of the respondents strongly agree that their offer is resonating with

prospects and more and more people are saying yes. The offers are made based

on the customer buying behavior and they are effective.

53

3.1.21 Effectiveness of offers

Table 3.21: Effectiveness of offers




Figure 3.21: Effectiveness of offers

Analysis


that their offers showcase their products, 64% of them agree with this. Here only

2% of the respondents became neutral. 16% of the respondents disagree that their

offers showcase their products and remaining 2% exhibit a strong disagreement

regarding this.

Inference

64% of the respondents agree that their offers showcase their products. The

brochures, ads and other marketing materials used showcases different products of

KTDC. These are consistently delivered in all media which ensures that marketing

messages delivered are same.

54

3.1.22 Role of offers in the product value

Table 3.22: Role of offers in the product value




Figure 3.22: Role of offers in the product value

Analysis


that their offer delivers real value to the prospect. 56% of them agree with this.

Here only 4% of the respondents became neutral. 14% of the respondents disagree

and 10% of the respondents strongly disagree that their offer delivers real value

to the prospect.

Inference

56% of the respondents agree that their offer delivers real value to the

prospect. The offers made are based on the buying behavior of customer and they

are effective.

55

3.1.23 Sales brochure attributes

Table 3.23: Sales brochure attributes




Figure 3.23: Sales brochure attributes

Analysis

It can be seen from the above that 26% of the respondents strongly agree

that their sales brochures displays and sales demonstration tools are accurate,

complete and up to date. 58% of them agree with this. Here only 4% of the

respondents became neutral. 6% disagrees to the statement and an equal number

strongly disagree to the same

Inference

58% of the respondents agree that their sales brochures displays and sales

demonstration tools are accurate, complete and up to date.

56

3.1.24 Integration of sales tools

Table 3.24: Integration of sales tools




Figure 3.24: Integration of sales tools

Analysis


that their sales tools are integrated with their brand and marketing campaigns.24%

of them agree with the same. Here 16% of the respondents became neutral. 14%

of the respondents disagree and 8% of the respondents strongly disagree with this.

Inference

38% of the respondents strongly agree that their sales tools are integrated

with their brand and their marketing campaigns. This indicates that marketing

strategy is made by inter connecting marketing elements.

57

3.1.25 About the need of new tools

Table 3.25: About the need of new tools




Figure 3.25: About the need of new tools

Analysis


that they need new tools to educate prospects about their industry or products.

50% of them agree with the same. Here only 4% of the respondents became


disagree with this.

Inference

50% of the respondents agree that they need new tools to educate prospects

about their industry or products. New tools can be used to increase brand visibility

and also to increase awareness about the products among customers.

58

3.1.26 About the capturing of customer and prospect data

Table 3.26: About the capturing of customer and prospect data




Figure 3.26: About the capturing of customer and prospect data

Analysis


that they are capturing customer and prospect data to build a robust marketing

database. 36% of them agree with the same. Here 8% of the respondents became


disagree with this.

Inference

36% of the respondents agree that they are capturing customer and prospect

data to build a robust marketing database. This indicates that KTDC uses rela-

tionship marketing to retain customers.

59

3.1.27 About the compiling of email address

Table 3.27: About the compiling of email address




Figure 3.27: About the compiling of email address

Analysis


that they are compiling email address for an ongoing sales dialogue. 60% of them

agree with the same. Here 6% of the respondents became neutral. 4% strongly

disagreed to it and an equal number disagreed to the same.

Inference

60% of the respondents agree that they are compiling email address for an

ongoing sales dialogue. This indicates that KTDC is using relationship marketing

to retain customers.

60

3.1.28 About the website

Table 3.28: About the website




Figure 3.28: About the website

Analysis


that their website is build around the needs and interest of its visitors. 36% of

them agree with the same. Here only 2% of the respondents became neutral. 20%

of the respondents disagree and 8% of the respondents strongly disagree with this.

Inference

36% of the respondents agree that their website is build around the needs

and interest of its visitors. KTDC has build its website in such a way that required

informations are easily accessible for the visitors.

61

3.1.29 SEO of website

Table 3.29: SEO of website




Figure 3.29: SEO of website

Analysis

30% of the employees agreed that the KTDCs site is fully optimized for

search engines. 26% strongly agreed to the statement and an equal number dis-

agreed to the same. 10% strongly disagreed to it and 8% remained neutral.

Inference

Majority of the employees agrees that KTDCs site is fully optimized for

search engines. This shows that KTDC has given importance for internet market-

ing.

62

3.1.30 Focusing of marketing campaigns

Table 3.30: Focusing of marketing campaigns




Figure 3.30: Focusing of marketing campaigns

Analysis


that they are understand the factors buyer consider when selecting their product

or service and they are focusing their marketing campaigns on those factors. 38%

of them agree with this. Here only 4% of the respondents became neutral. 20% of

the respondents disagree and 16% of the respondents strongly disagree with this.

Inference

38% of the respondents agree that they are understand the factors buyer

consider when selecting their product or service and they are focusing their mar-

keting campaigns on those factors. This shows that KTDC caters to the needs of

customers.

63

3.2 Chi Square test

The Chi-Square distribution is merely the distribution of the sum of the

squares of a set of normally distributed random variables. Its value stems from

the fact that the sum of random variables from any distribution can be closely

approximated by a normal distribution as the sum includes a greater and greater

number of samples. Thus the test is widely applicable for all distributions.

The chi- square test is one of the simplest and most widely used non-

parametric test in statistical work. The symbol χ is the Greek letter Chi. The chi

square test was first used by Karl Pearson in the year 1990. The quantity of χ2

describes the magnitude of the discrepancy between theory and observation. It is

defined where O refers to the observed frequencies and E refers to the expected

frequencies.

3.2.1 Test of independence

With the help of chi-square test we can find out whether two or more at-

tributes are associated or not. In order to test whether or not the attributes are

associated, we take the null hypothesis that there is no association in the attributes

under study or, in other words , the attributes are independent.

Table 3.31: Contingency Table

Response SA A N D SD TotalStrongly agree 4 5 1 2 0 12

Agree 15.42 26 2 6.58 2 52Neutral 4.5 4 0 1.5 3 13Disagree 0 5 2 6 1 14

Strongly Disagree 2 2 1 2.16 1.84 9Total 25.92 42 6 18.24 7.84 100

In the Table 3.31

SA= Strongly Agree

A= Agree

N= Neutral

D= Disagree

SD= Strongly Disagree

64

The response given vertically in the Table 3.31 refers to that of marketing

channel and response given horizontally in the Table 3.31 refers to that of mar-

keting strategies.

Hypothesis 1

Ho: There is no significant difference between efficiency of marketing chan-

nel and marketing strategies.

H1: There is significant difference between efficiency of marketing channel

and marketing strategies

Table 3.32: Observation Table for Hypothesi 1

OBSERVED EXPECTED (O-E) (O − E)2 CHI-CONTRIBUTION4 3.11 0.89 0.7921 0.2546955 5.04 -0.04 0.0016 0.0003171 0.72 0.28 0.0784 0.1088892 2.188 -0.188 0.035344 0.0161540 0.94 -0.94 0.8836 0.94

15.42 13.478 1.942 3.771364 0.27981626 21.84 4.16 17.3056 0.7923812 3.12 -1.12 1.2544 0.402051

6.58 9.48 -2.9 8.41 0.8871312 4.076 -2.076 4.309776 1.057354

4.5 3.36 1.14 1.2996 0.3867864 5.46 -1.46 2.1316 0.3904030 0.78 -0.78 0.6084 0.78

1.5 2.37 -0.87 0.7569 0.3193673 1.02 1.98 3.9204 3.8435290 3.62 -3.62 13.1044 3.625 5.88 -0.88 0.7744 0.1317012 0.84 1.16 1.3456 1.6019056 2.55 3.45 11.9025 4.6676471 1.09 -0.09 0.0081 0.0074312 2.33 -0.33 0.1089 0.0467382 3.78 -1.78 3.1684 0.8382011 0.54 0.46 0.2116 0.391852

2.16 1.61 0.55 0.3025 0.1878881.84 0.705 1.135 1.288225 1.82727

23.77951

65

Calculated Chi- Square value from the table 3.32 is 23.77951

Degree of freedom = (r-1) (c-1) = (5-1) (5-1) = 16

Table value of Chi square for 4 degree of freedom at 5% level of significance

= 24.996

Inference

When tested at 5% level of significance it is found that the table value

is higher than the calculated value. So null hypothesis is accepted. Hence it is

concluded that there is no significant difference between efficiency of marketing

channel and marketing strategies.

Figure 3.31: Chart of observed and expected values

Hypothesis 2

Ho: There is no significant difference between gender and opinion about

marketing strategy.

H1: There is significant difference between gender and opinion about mar-

keting strategy.

Observed and expected value for testing the current hypothesis can be re-

ferred from Table 3.33

66

Table 3.33: Analysis Table

Observed Expected (O-E) (O − E)2 Chi-contribution16.4 18.66 -2.26 5.1076 0.27371929 30.24 -1.24 1.5376 0.0508474 4.32 -0.32 0.1024 0.023704

16.76 13.132 3.628 13.162384 1.0023145.84 5.64 0.2 0.04 0.0070929.52 7.25 2.27 5.1529 0.71074513 11.76 1.24 1.5376 0.1307482 1.68 0.32 0.1024 0.060952

1.48 5.1 -3.62 13.1044 2.569492 2.192 -0.192 0.036864 4.829611

9.659222

Chi- Square value calculated from the Table 3.33 is 9.659222

Degree of freedom =(r-1) (c-1) =(2-1) (5-1) = 4

Table value χ2 for 4 degree of freedom at 5% level of significance = 9.488

Inference

When tested at 5% level of significance it is found that the table value is

less than the calculated value. So null hypothesis is rejected. Hence it is concluded

that there is significant difference between gender and opinion about marketing

strategy.

3.2.2 Test of Goodness of Fit

Chi- Square test enables us to see how well the assumed theoretical distri-

bution fits to the observed data. When some theoretical distribution fitted to the

given data, we are always interested in knowing as to how well this distribution

fit with the observed data. The Chi- Square test can give answer to this. If the

calculated value of Chi- Square is less than the table value at a certain level of sig-

nificance, the fit is considered to be a good one which means that the divergence

between the observed and expected frequencies is attributable to fluctuation of

sampling. But if the calculated value of χ2 is greater than its table value, the fit

is not considered to be good one.

67

Hypothesis 3

H0: There is goodness-of-fit between the opinion about integration of social

Media into traditional marketing tactics like direct mail and advertisement.

H1: There is no goodness-of-fit between the opinion about integration of

social Media into traditional marketing tactics like direct mail and advertisement.

Refer Figure 3.31 for this hypothesis testing.

Table 3.34: χ2 goodness-of-fit test for observed counts in variable

Category Observed Test proportion Expected χ-contribution1 21 0.2 10 12.12 20 0.2 10 103 1 0.2 10 8.14 7 0.2 10 0.95 1 0.2 10 8.1

N=50 39.2

Degree of freedom = (n-1) = (5-1) = 4

Chi-Square value obtained from the Table 3.34 is 39.2

p- value 0.000

Table value χ2 for 4 degree of freedom at 5% level of significance = 9.488

Inference

When tested at 5% level of significance it is found that the table value is

less than the calculated value. So null hypothesis is rejected.

Hence it is concluded that there is no goodness-of-fit between the opinion

about integration of rural Media into traditional marketing tactics like direct mail

and advertisement

68

Figure 3.32: Chart of contribution to chi-square value by category

3.3 Correlation Coefficient

In statistics, dependence refers to any statistical relationship between two

random variables or two sets of data. Correlation refers to any of a broad class of

statistical relationships involving dependence.

The most familiar measure of dependence between two quantities is the

Pearson product-moment correlation coefficient, or ”Pearson’s correlation coeffi-

cient”, commonly called simply ”the correlation coefficient”. It is obtained by

dividing the covariance of the two variables by the product of their standard de-

viations.

Correlation coefficient is an algebraic method of measuring correlation. Un-

der this method, we measure correlation by finding a value known as the coefficient

of correlation using an appropriate formula. Correlation coefficient is a numerical

value. It shows the degree or the extent of correlation between two variables.

Hypothesis 4

Ho: There is no association between opinion about sales tools are integrated

with brand and marketing strategies

H1: There is association between opinion about sales tools are integrated

with brand and marketing strategies

69

Refer Table 3.35 for this hypothesis testing.

In the Table 3.35

x= Sales tools

y= Marketing Strategies.

Table 3.35: Observation Table

Response x y xy x2 y2

Strongly agree 19 25.92 492.48 361 671.8464Agree 12 42 504 144 1764

Neutral 8 6 48 64 36Disagree 7 18.24 127.68 49 332.6976

Strongly Disagree 4 7.84 31.36 16 61.4656Total 50 100 1203.52 634 2866.01

Inference

It can be seen that the calculated coefficient of correlation is 0.597438687.

Hence we accept the null hypothesis. There is no association between opinion

about sales tools are integrated with brand and marketing strategies.

70

3.4 Weighted Average Method

Weighted average is an average in which each quantity to be averaged is

assigned a weight. These weightings determine the relative importance of each

quantity on the average. Weightings are the equivalent of having that many like

items with the same value involved in the average.

In this study we have taken four factors whose prime importance have to

be understood. The factors considered are communication, marketing channel,

search engine and marketing campaign. By using weighted average method the

ranking of factors is done.

Table 3.36: Attribute Response Table

Sl.No Attributes x1 x2 x3 x4 Total1 Strongly agree 24 10 20 38 922 Agree 36 58 30 24 1483 Neutral 4 4 16 16 404 Disagree 28 18 26 14 865 Strongly Disagree 8 10 8 8 34

Total 100 100 100 100 400

In the Table 3.36

x1 = Communication,

x2 = Marketing channel,

x3 = Search engine,

x4 = Marketing campaign.

Formula for weighted average method is

Weighted average = Wx/W

W = Number of respondents

x = Rating given by the respondents.

71

Based on the formula Table 3.37 is tabulated.

Table 3.37: Weighted Average of Attributes

x W x1 Wx1 x2 Wx2 x3 Wx3 x4 Wx41 5 24 120 10 50 20 100 38 1902 4 36 144 58 232 30 120 24 963 3 4 12 4 16 16 48 16 484 2 28 56 18 36 26 52 14 285 1 8 8 10 10 8 8 8 8

Total 100 340 100 344 100 328 100 370

Inference

From the table 3.37, it is found that combined weighted average of attributes

i.e, communication, marketing channel, search engine and marketing campaign

are 3.4, 3.44, 3.28 and 3.7 respectively. Hence marketing campaign is ranked 1st,

marketing channel is ranked 2nd , communication ranked 3rd, and search engine

ranked 4th. This analysis shows that marketing campaign is the pivotal entity of

marketing strategies.

72

Chapter 4

Findings and Suggestions

This chapter presents the findings and suggestions. The major findings

derived from data analysis and interpretation are presented here. The suggestions

discussed here will provide a framework for KTDC to develop a new marketing

plan.

4.1 Findings

On analysis, the following trends and profiles were noted.

4.1.1 Demographic profile

• 72% of the respondents are males.

• 60% of the respondents are graduates.

• 56% of the respondents are aged between 31 and 40.

• 44% of the respondents have more than 10 years of experience.

• 36% of the respondents earn between 10001 and 20000.

4.1.2 Findings related to marketing strategies

• 36% of the respondents agree that their brand clearly communicates what

they are and conveys the highest value they deliver. This indicates that the

brand used by KTDC conveys the intended message.

• 54% of the respondents agree that KTDCs brand identity is being popularly

used in all media. The major medias used by KTDC are Travel magazines,

brochures, television commercials, internet (social media, websites, other

travel forums) etc

• KTDC is fully aware about its most profitable customers and they are target-

ing such customers and prospects. This shows that KTDC is aware about its

profitable customers and by targeting such customers, KTDC is increasing

its profit.

• 42% of the respondents agree that the customers changed the way find, buy,

or use KTDCs product or service and they have adjusted their marketing

plan accordingly. The Internet has changed everything. Population with

Internet access use it to decide where to travel, where to live, where to work

or where to establish a business. Hence KTDC considers internet as their

major marketing priority.

• 62% of the respondents agree that they are actively up selling and cross sell-

ing products and services to their current customers. eg:- The tourists vis-

iting Kovalam gets brochure about Thenmala Eco Tourism, Bolgatti Palace

and other tourists attraction in Kerala. Here there is active cross selling of

products.

• 42% of the respondents agree that they have three to five key marketing

messages that they are consistently delivered in all media. KTDC mainly

showcases the location, facilities provided and other related items. These

are consistently delivered in all media.

• 34% of the respondents strongly agree that their marketing messages match

the experience customers have when they interact with their staff. The

training given to the employees ensures that they deliver a standardized

service to all customers.

• 36% of the respondents agree that they are tailoring messages to specific

segments when they have the opportunity to do so. This means marketing

tactics used are flexible. KTDC has got different products and each caters

to a specific market segment. eg: Premium Hotels for upper class customers,

Tamarind Easy Hotels for middle class customers etc.

74

• 36% of the respondents agree that it is time to shift some or more of their

marketing to new channels such as social media and mobile marketing. Pop-

ulation which has access to internet use the same for almost all activities.

Whether it be a job, a place to travel or anything, they rely on internet.

Social media has now become a platform for discussing and sharing the

travel experience. So it became necessary to shift some of marketing to new

channels such as social media and mobile marketing.

• 58% of the respondents agree that they are maximizing the value of the pro-

prietary channels they control, such as newsletters, invoices, product pack-

aging and inserts, vehicles and buildings. KTDC has got several marketing

tools and they are utilizing it effectively.

• 36% of the respondents agree that the marketing tactics are generating the

best results- leads, conversions or sales at the lowest cost. This indicates

that the marketing tactics used is very effective.

• 42% of the respondents agree that they are integrating social media into

traditional marketing tactics like direct mail and advertising. This shows

that KTDC understands the importance of social media in marketing its

products and they are integrating the same into traditional marketing tactics

like direct mail and advertising.

• 54% of the respondents agree that their creative is attention getting and it

stands out in a crowded market place. The creative designs or features used

in ads, brochure etc are attention getting and it is unique which makes it to

differentiate from its competitors. Products are also designed in such a way

that it is attention getting. eg: Rain tourism ads, Eco Tourism ads etc

• 36% of the respondents agree that their call to action is loud and clear.

Their prospects know exactly what to do next after reviewing their market-

ing materials. This indicates that messages conveyed in marketing material

are appropriate and very clear. eg: KTDC Hotel Tariff brochure contains

major tourist sites in Kerala, KTDC hotels near to the same, tariff, facil-

ities provided in hotels, contact numbers, addresses, road map etc... The

marketing materials contains all necessary information at a glance.

• 50% of the respondents strongly agree that KTDCs offer is resonating with

prospects and more and more people saying yes. KTDCs offers are tailored

75

according to the market segment. The offers are made based on the customer

buying behavior and they are effective.

• 64% of the respondents agree that their offers showcase their products. The

brochures, ads and other marketing materials used showcases different prod-

ucts of KTDC. These are consistently delivered in all media which ensures

that marketing messages delivered are same.

• 56% of the respondents agree that their offer delivers real value to the prod-

uct. KTDC hotels gives more value to the customers. The amenities, facili-

ties etc provided are worth the money spend by each customer. In order to

cater to all market segments, KTDC hotels are designed accordingly. Eg:-

Premium Hotels, Tamarind Easy Hotels, Budget Hotels etc.

• 58% of the respondents agree that their sales brochures displays and sales

demonstration tools are accurate, complete and up to date. This shows that

KTDC updates its sales displays and sales demonstration tools frequently,

thereby making them matching with the market needs.

• Majority of the of the respondents strongly agree that their sales tools are

integrated with their brand and their marketing campaigns. This indicates

that marketing strategy is made by inter connecting marketing elements.

• 50% of the respondents agree that they need new tools to educate prospects

about their industry or products. New tools can be used to increase brand

visibility and also to increase awareness about the products among cus-

tomers.

• 60% of the respondents agree that they are compiling email address for an

ongoing sales dialogue. This is a part of strategy used by KTDC to retain

customers. Customer acquisition is more costly than customer retention.

By using emails, new products and offers are send to the customers. This is

done to get the attention of customers for an ongoing sales dialogue which

may create a repeat customer in future.

• 36% of the respondents agree that their website is build around the needs

and interest of its visitors. KTDC has build its website in such a way that

required informations are easily accessible for the visitors.

• 30% of the respondents agree that their site is fully optimized for search

engines. Search engine optimization helps the website to be listed in first

76

page of search engines. This shows that KTDC has given importance for

internet marketing.

• 38% of the respondents agree that they are understand the factors buyer

consider when selecting their product or service and they are focusing their

marketing campaigns on those factors. Tourists want to have a great expe-

rience once they visit the place, so when they look in to the ads, they want

to have similar experiences which the people portrayed in the ad had. Eg:-

In Rain tourism ad, a couple enjoying the rain in house boat was shown. So

naturally when a potential customer look at the same, he wants to have a

similar experience and that is the purpose of his visit.

• Marketing channels used are in accordance with the marketing strategies

implemented. Marketing channels used include print media, television, mar-

keting campaigns etc. The main goal of marketing strategy is to increase

the profit. By using the marketing channels effectively the goal is achieved.

• Social media is integrated with traditional marketing tactics like direct mail

and advertising. Social media has now become a platform for sharing travel

experience and hence Social media is integrated with traditional marketing

tactics like direct mail and advertising.

• There is significant difference between gender and opinion about market-

ing strategies. Majority of the respondents are males, so in this study we

have got opinion about marketing strategies mainly from a male employee

perspective.

• Out of the marketing tools used marketing campaign is the pivotal entity.

Marketing campaign has always been a important tool to market Kerala

Tourism activities. Marketing campaign helped to increase the awareness

about Kerala Tourism among potential and existing customers.

4.2 Suggestions

From the above findings following suggestions are put forward.

To improve the internal marketing

Based on the discussions in Sections 3.1.8, 3.1.9 and 3.1.12,

• Company should have staff meetings to keep the employees up dated on

the hotels marketing objectives and upcoming marketing actions. Give clear

77

instructions and authorization so that the employees are aware of their duties

and what they are allowed to do in different customer related situations.

• Lower to middle-level front-line officials of Central and States Tourism De-

partments including those posted in tourist offices are usually in regular

contact with the tourists may be given accessibility-specific training.

To improve the customer retention practices

Based on the discussions in Sections 3.1.20, 3.1.26 and 3.1.27 .

• In order to take into account the seasonality in customer flows, market seg-

mentation should be done more effectively. More effort should be put into

taking care of the regular customers.Partner with the expert players in the

tourism industry as a whole to gain from their experience.

• Develop a loyal customer program: Gather and maintain a list of items or

other bonuses that the loyal customer can receive; discount on the room

rate, better room type, chocolates/ other items delivered to the room before

arrival.

• By contacting the customer for example by email and thanking for the feed-

back and promising to take it into account of their feedback makes the

customer feel more in contact with the hotel. Responding to the feedback

also gives an image of the hotel that it wants to be involved.

To improve the effective utilization of marketing channels

Based on the discussions in Sections 3.1.14, 3.1.30, 3.1.24 and 3.1.23.

• Plan and develop different kinds of marketing campaigns and offers. Create

and develop new campaigns on monthly bases. They can be derived for

example from the different seasons or holidays. They can be directed to

specific customer group. Market these campaigns on the company’s web

pages. Create and develop new campaigns on monthly bases.

• Descriptive brochures and images about tourism activities, which relate to

its special qualities and is tailored to target markets, should be prepared for

use in destination marketing vehicles.

• Optimize the marketing materials for mobile as 20% of all web traffic comes

from mobile.

78

• Visitor information kiosks can offer the information visitors need 24 hours a

day/7 days a week. Besides having kiosks at the rest areas, they should be

placed strategically throughout the county so that they can cross-promote

activities, events, attractions and amenities. The more visitors see there is

to do in the county, the longer they will stay and the more money they will

spend. Every site should cross-sell to other sites, attractions and amenities.

Kiosks come in all shapes and sizes - they should be designed to fit the

character of the town or location. Maintain and stock them regularly. Keep

the information up-to-date.

• Promote activities, not just scenic vistas and ambiance. When people see

others doing fun activities in a great setting, it is easy for them to imagine

themselves there too. Promote people over places.

• Promote experiences over locations. Location is always second to the ac-

tivity, people are looking for things to do first, then they will consider the

general location second. Visitors do not really care about boundaries - it

does not matter if they are in a specific region, county, district, city or town.

• Promote the EXPERIENCE.Brands are perceptions, and the perception is

based on what people expect to experience. Base the brand on activities

that is what people are looking for. Great photography that shows people

having a great time helps your potential visitors imagine themselves doing

the same thing.

To improve the Internet marketing

Based on the Sections 3.1.17, 3.1.27 and 3.1.28.

• Internet has a pivotal role in getting more customers; hence the full potential

of Internet should be used. The following suggestions will help for the same.

a) Customers have a mindset to book or check in hotels that first come in

the google search and map results. Hence dominate google local search and

map results.

b) Social media should be used to give relevant updates. Communicate with

social media audience via relevant and engaging content.

c) Email marketing continues to be an effective tool for staying top of mind

with customers which leads to better retention. Email campaigns are also

helpful. Also include a link to company website in the email signatures.

79

d) Be active in relevant travel & hotel communities.

e )Create videos and distribute online, also add the same to own website.

f) Conduct online contests, give discounts and exclusive packages to winners.

80

Chapter 5

Conclusions

In this project the effectiveness of marketing elements such as brand, mar-

keting messages, marketing channels, marketing tactics, creative approaches, of-

fers, sales tools, data and website had been studied from the view point of em-

ployees. From the study it is understood that the organisation needs to improve

its marketing channels and marketing tactics. This project strongly recommends

that the organisation should improve its internal marketing, innovative customer

retention practices, Internet marketing and use of marketing channels. Results of

analyses in this project report show that any organization in travel and tourism

industry should update its facilities. It should take steps forward to gain new cus-

tomer groups. It should also adopt a new approach to keep the customers satisfied

and to retain them.

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Appendix

Questionnaire

Title: A study on internal perspective of marketing strategies im-

plemented by KTDC

Personal details

Gender: � Male � Female

Age: �20-30 �31-40 �41 and above

Qualification: �Plus Two �Degree �Technical �PG

Experience: �Less than 1 year �1-5 years �6-10 years � Above 10

Years

Income: �5000-10000 �10001-20000 �20001-30000 �Above 30000

1.The brands used by KTDC clearly communicates what they are about

and convey the highest value they deliver

�Strongly agree �Agree �Neutral �Disagree � Strongly disagree

2.The brand identity is being popularly used in all media


3.KTDC know its most profitable customers and they are targeting prospects

that look like their best customer


4.Customers changed the way they find, buy, or use KTDCs product or

service and KTDC have adjusted its marketing plan accordingly


5.KTDC is actively up-selling and cross-selling products and services to

their current customers


6.KTDC have three to five key marketing messages that theyre consistently

delivering in all media


7.These messages match the experience customers have when they interact

with KTDCs staff


8.KTDC is tailoring messages to specific market segments when they have

the opportunity to do so


9.It is time to shift some or more of KTDCs marketing to new channels

such as social media and mobile marketing


10.KTDC is maximizing the value of the proprietary channels they control,

such as newsletters, invoices, product packaging and inserts, vehicles, and build-

ings


11.Marketing tactics are generating the best results leads, conversions, or

sales at the lowest cost


II

12.KTDC is integrating social media into traditional marketing tactics like

direct mail and advertising


13.KTDCs creative is attention-getting. It stands out in a crowded mar-

ketplace


14.KTDCs call to action is loud and clear. KTDCs prospect know exactly

what to do next after reviewing our marketing materials


15.KTDCs offer is resonating with prospects. More and more people are

saying yes


16.KTDCs offers showcase their product


17.KTDC offer delivers real value to the prospect


18.KTDCs sales brochures, displays, and sales demonstration tools are ac-

curate, complete, and up to date


19.Sales tools are integrated with KTDCs brand and their marketing cam-

paigns


III

20.New tools are required to educate prospects about our industry or prod-

uct


21.KTDC is capturing customer and prospect data to build a robust mar-

keting database


22.KTDC is compiling email addresses for an ongoing sales dialogue


23.KTDCs website is built around the needs and interests of their visitors


24.KTDCs site is fully optimized for search engines


25.KTDC understand the factors buyers consider when selecting their prod-

uct or service and they are focusing their marketing campaigns on those factors


IV

a study on internal perspectives of marketing strategy implemented by ktdc

Business

marketing strategy of

ktdc marketing strategy

marketing strategy evaluation

marketing strategy formulation

elements of marketing

eective marketing strategy

cs of marketing strategy

marketing tactics