Expanding Jumeirah Beach Hotel Into a New Country

Miami’s Jumeirah Beach Hotel’s Marketing Plan

The Jumeirah Beach Hotel is a 5-star establishment in Dubai, United Arab Emirates, famed for its beachside setting and high standard of service. The company may reach a new demographic and generate more income by establishing a presence in Miami, Florida[1]. The Jumeirah Beach Hotel, however, needs to create a marketing plan that considers regional diversities in economic, political, and social conditions in addition to the worldwide nature of the hotel’s competition.

Recognizing and Responding to Cultural Variations

The success of Miami’s Jumeirah Beach Hotel depends on how much it can accommodate guests from various cultural backgrounds. To create an effective marketing campaign, the hotel must first gain familiarity with the local community’s customs, values, and beliefs[2]. Blodgett, Bakir, and Rose (2008) verify the usefulness of Hofstede’s cultural framework in explaining cultural differences. In addition, Taylor and Brodowsky (2012) argue that including cross-cultural marketing research training in international business education programs can improve a company’s adaptability to cultural variations.[3]. The Jumeirah Beach Hotel can use this method to educate its staff on cultural sensitivity, which will boost the hotel’s image and the quality of its service.

Strategic Marketing and Its Relation to the Economy, Government, and Society

A company’s marketing approach is heavily influenced by the economic, political, and social climate in which it operates. Paul and Feroul (2010) discuss how the state of the Japanese economy impacted Louis Vuitton’s advertising campaigns. In order to create an effective marketing strategy, the hotel must first gain familiarity with the economic, political, and social climate of Miami, Florida.[4]. For example, Miami’s average room fee is close to $300 per night due to its popularity among tourists. The beaches in Miami are among the best in Florida, and the state is a haven for sunbathers. Jumeirah Beach Hotel’s pricing may also be affected by the 7% state income tax levied in Miami.

Competitiveness Analysis Around the World

According to Porter, Enright, and Tenti (1990), examining the characteristics that generate competitiveness in a certain industry or market is essential to comprehending global competitiveness. Jumeirah Beach Hotel must investigate what makes the hotel business in Miami, Florida, so competitive.[5]. The hotel, for instance, must analyze its rivals’ SWOT profiles to determine how best to proceed. With this information, the hotel can craft a promotion plan that matches its strengths and compensates for its deficiencies. To serve its guests better, the hotel must also examine consumer trends and patterns in Miami, Florida.

Developing Products for Global Markets with the Help of Design Thinking

Customer empathy, problem definition, ideation of potential solutions, prototyping, and testing are all part of the design thinking process. To better serve its clientele in Miami, Florida, Jumeirah Beach Hotel might employ design thinking to develop goods. The hotel, for instance, can put itself in the shoes of its guests to better grasp their wants and needs.[6]. The hotel can then define the issue by researching the market and developing potential remedies. The hotel can better tailor its offerings to guests’ preferences through prototyping and testing potential improvements.

Conclusion

The Jumeirah Beach Hotel may reach a new clientele and grow its business by opening a new location in Miami, Florida. The hotel must create a marketing plan that considers local customs and traditions, international economics, politics, and social norms and competition. Hofstede’s cultural framework can help the Jumeirah Beach Hotel accommodate many different.

References

Blodgett, J. G., Bakir, A., & Rose, G. M. (2008). A test of the validity of Hofstede’s cultural framework. The Journal of Consumer Marketing, 25(6), 339–349.

Taylor, R. L., & Brodowsky, G. H. (2012). Integrating cross-cultural marketing research training in international business education programs: It is time, and here is why and how. Journal of Teaching in International Business, 23(2), 145–172.

Paul, J.; Feroul, C. (2010). Louis Vuitton in Japan. Ivey Publishing.

The substance of style; LVMH in the recession. (2009). The Economist (London), 392(8649), 72.

Salsberg, B. (2010). The new japanese consumer. The McKinsey Quarterly, (2), 80.

Porter, M. E., Enright, M. J., & Tenti, P. (1990). The competitive advantage of nations. Harvard Business Review, 68(2), 73–93.

Martin, R. (2009). Transforming the Corporation: The Design of Procter & Gamble — How Design Thinking Turned the Business Around. Harvard Business Press Chapters.

[1] Four LOs: why Global, socio-Cultural Strategy, global Segmentation, local-Global Mix

[2].

Their social and cultural environments heavily influence luxury hotels’ business strategies. Miami’s cultural landscape is diverse and cosmopolitan. Thus, Jumeirah Beach Hotel must adapt its advertising to local tastes. The hotel can advertise on local social media like Instagram and Facebook. The hotel may offer local food and culture to attract and retain customers.

[3]Jumeirah Beach Hotel has expanded internationally to suit global demand for luxury hotel stays, therefore why Global. To increase revenue and maintain its edge, the hotel must grow abroad. The hotel’s high-end reputation makes expanding into new markets easier. Deloitte discovered that luxury travel is rising because people are willing to pay more for an unforgettable experience.

[4]Jumeirah Beach Hotel uses segmentation to find viable global markets. Location, demographics, personality, and behavior allow the hotel to segment the market. Private dining, butler service, and VIP event access may attract celebrities and corporate titans to the hotel. The hotel can divide vacation, business, and special occasion visitors into subsets. Market segmentation lets the hotel customize marketing messaging and deals to different customer groups.

[5]Porter’s Diamond Model can assess Jumeirah Beach Hotel’s global competitiveness. The model’s four pillars influence a country or region’s competitiveness. Due to its brand, service, and luxury amenities, the Jumeirah Beach Hotel is well-positioned to flourish in Miami. The hotel can improve its supply chain and visitor experience by partnering with local businesses.

[6]Miami’s Jumeirah Beach Hotel’s marketing mix must consider international and regional characteristics. The hotel must satisfy local and international guests. The hotel can include localized specialties in its worldwide cuisine to please locals. Local artwork and furniture can help the hotel maintain its worldwide reputation. The hotel can increase its clients by collaborating with local businesses and tourism organizations.