Marketing plan for Mandarin Oriental's Paseo Uno

Date of Publication

2007

Document Type

Bachelor's Thesis

Degree Name

Bachelor of Science in Commerce Major in Marketing Management

Subject Categories

Marketing

College

Ramon V. Del Rosario College of Business

Department/Unit

Marketing and Advertising

Thesis Adviser

Denis Gutierrez

Defense Panel Chair

Jhoana Acosta

Abstract/Summary

Filipinos love to eat, and it has been found that 65% of Filipino in Metro Manila belonging to the classes A, B, C, D dine out (Synovate 2006). With the full service restaurants playing an important role in high tourist traffic (Euromonitor, 2006), it is not surprising as to why hotels have several food outlets in them. In high-class five-star hotels, numerous types of cuisines are available whether in a fine dining or in a casual-dining setting. These restaurants are linked in to their mother hotels and contribute to the value restaurant of Mandarin Oriental Manila.

Paseo Uno is located at the lobby of Mandarin Oriental Manila, which is in the central business district of Makati City. It completes strongly with other five-star hotels buffet restaurants such as Makati Shangri-la's Circles, HEAT of EDSA Shangri-la and Spiral of Philippine Sofitel. These buffet restaurants offer extensive cuisines and have a much larger seating capacity than Paseo Uno, and most of all offers diners with an open-kitchen right at the food stations where the hawker-style of serving is done by the chefs. In order for Paseo Uno to keep up with its competitors and for it to get back up from its declining sales, numerous sales promotions such as a dessert festival called Delightful Treats, a lounge type of dining by the poolside during the summer, and frequency cards. Product innovations such as the renovation of one part of the restaurant to accommodate more dishes, and extension of the buffet by making the seafood buffet regular and introducing healthy dishes at the buffet every weekend called Healthy Indulgences. Aside from the usual press releases, PR programs such as tapping a museum/art institute tying up with the organization and Freedom from hunger will also be done in 2009 and 2010 respectively. Suggestions for improved sales distribution such as creating corporate accounts for diners and an e-mail tracking system have also been proposed by the group. Lastly, Paseo Uno will be strongly linked to the Mandarin Oriental brand in all of its promotions and programs.

The feasible increase in sales has been computed at 10%, given that 333% of the target market will dine in Paseo Uno. This could be done through the extensive print ads, non-traditional advertising, direct mail, press releases and e-mail blasts, which could reach 280,940 people out of the estimated market size of 330,851.

The financial statement computed show that there will be a difference of 24.1% from the original projected income (income with out the group's marketing intervention) for 2009, or a Php2,637,173 difference in the first year. The second and third years will show a spike in income which will be ˜Php30,684,148 and Php43,506,261 as compared to a Php4,263,3151 and a loss of Php 2,495,027 if without improved marketing efforts.

The program will be monitored through e-mail tracking, restaurant surveys, media mileage check-ups and through customer comments which may be retrieved from Mandarin Oriental Manila's website.

Abstract Format

html

Language

English

Format

Print

Accession Number

TU16075

Shelf Location

Archives, The Learning Commons, 12F, Henry Sy Sr. Hall

Keywords

Marketing--Planning; Hotel restaurants; Mandarin Oriental Manila

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