...Case of Ben Ohau Lodge Q1). Identify the likely characteristics of the market segment being targeted by the company. Ben Ohau Lodge is a high-class vacationland, its location is in the high country of New Zealand, and its customers are kind of the world’s most exclusive clients. This luxury resort was founded by a New Zealander and his Indonesian friend, it provides every accommodation a particular segment of wealthy clientele could ever ask for. Understanding the market led Ben Ohau Lodge to the success. Ben Ohau Lodge using a plenty parts of market segment to ensure its success. The geographic location is quite different with other resorts since it is located on a high high country of New Zealand’s South Island. The small population would make it a perfect vacation paradise from the outside world. It is said that the 28,000 hectares of original farmland which has been converted into a big-game reserve. This kind of serenity is more attractive for those wealthy people who want to escape from the paparazzi or just everyday life. The company is aiming on bringing in wealthy foreigners who would most likely be male. The company prefer older people than young people. And those people have plenty of money to spend around on the variety kind of activities and accommodation. Demographic segment would be used on the income and social status area. A number of activities are available for those people who are regarded as high classed people in society, meaning the majority of...
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...Case Analysis – Ben Ohau Lodge Ben Ohau Lodge, located in the high country of New Zealand, is a high-class resort aimed at the world’s most exclusive clients. Started by a New Zealander and his Indonesian friend, this pricey resort provides every accommodation a particular segment of wealthy clientele could ever ask for. Understanding the market brought about a breakthrough opportunity for Ben Ohau Lodge, and it has led to some success. Relying solely on promotion via word of mouth, publicity, and public relations, the retreat has built a relatively steady base of customers. These customers fall into some rather exclusive dimensions. Some of the qualifying dimensions include the need for a safe and secure vacation spot, offering luxuries and amenities. They must also be in the upper social class, meaning they fall into the top 1% of the income bracket. This means that by default, the customers will be foreign rather than New Zealand locals. According to the Forbes List of Billionaires for 2013, only 3 of the 1426 are from New Zealand. One of the most defining dimensions of this market segment is a love of nature and isolation. Not all wealthy people fall under this category. Ben Ohau Lodge does not provide spas, shopping, or upscale dining, all of which would be attractive to a large segment of a wealthy market. Another defining dimension is the ability to be out of contact for the length of the vacation. Internet and cell phone service is at a low, if available...
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...Ben Ohau Lodge, located in the high country of New Zealand, is a high-class resort aimed at the world’s most exclusive clients. Started by a New Zealander and his Indonesian friend, this pricey resort provides every accommodation a particular segment of wealthy clientele could ever ask for. Understanding the market brought about a breakthrough opportunity for Ben Ohau Lodge, and it has led to some success. Relying solely on promotion via word of mouth, publicity, and public relations, the retreat has built a relatively steady base of customers. These customers fall into some rather exclusive dimensions. Some of the qualifying dimensions include the need for a safe and secure vacation spot, offering luxuries and amenities. They must also be in the upper social class, meaning they fall into the top 1% of the income bracket. This means that by default, the customers will be foreign rather than New Zealand locals. According to the Forbes List of Billionaires for 2013, only 3 of the 1426 are from New Zealand. One of the most defining dimensions of this market segment is a love of nature and isolation. Not all wealthy people fall under this category. Ben Ohau Lodge does not provide spas, shopping, or upscale dining, all of which would be attractive to a large segment of a wealthy market. Another defining dimension is the ability to be out of contact for the length of the vacation. Internet and cell phone service is at a low, if available at all. Many of the...
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...Better energy MERIDIAN ENERGY LIMITED ANNUAL REPORT 2014 for the year ended 30 June 2014 02 ny C omp a e r v iew ov 04 from Re p o r t ir an d o u r C h a ut ive E xe c C hie f The nu 50 mbers 6.7 % 13.01 Total dividend in FY2014 EBITDAF 1 ahead of prospectus CENTS PER SHARE $ 24 . 3% higher than forecast in the prospectus, including a 2 .00cps special dividend. Invested in communities and environmental projects 3.5M 2 New wind farms generating electricity Delivering on our commitment to shareholders In our first full-year results after partially listing on the New Zealand and Australian stock exchanges in October 2013, we have achieved solid results for shareholders. EBITDAF 1 , a key indicator of profitability, has exceeded the prospectus forecast by $36.9 million (6.7%). We have also delivered a higher-thanforecast full-year cash dividend for our shareholders, resulting in a 21.8% total shareholder return 2 to 30 June 2014 . 2014 highlights FRONT COVER Jeremy Takao, Russell School, Porirua, helping to celebrate first power at Meridian’s new Mill Creek wind farm near Wellington in May 2014. Meridian Energy Limited Annual Report for the year ended 30 June 2014 IN THIS REPORT 2 4 8 10 12 18 22 26 Company overview Report from our Chair and Chief Executive Our Board Our executive team Customers Generation Environment Community 30 People 34 Summary of Group performance 40 Directors’ statement 35.3 % Average...
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...CHAPTER 4 Focusing Marketing Strategy with Segmentation and Positioning These days Nintendo rides high in the video game world. Its DS handheld game, Wii (pronounced “we”) console, and games with characters like Mario and Zelda sell millions of units. The key to Nintendo’s success comes from meeting the entertainment needs of different groups of customers. Back in the 1980s, Nintendo was a 100-year-old Japanese manufacturer of toys and playing cards. If Nintendo managers had continued to just think about the “toy market,” the firm probably wouldn’t even be around now. Instead, they saw profitable new opportunities in the broader “entertainment seekers market.” In 1985, they released the Nintendo Entertainment System (NES) and interactive video games such as Super Mario Brothers. In those early days, video game consoles and software from different producers were quite similar. Even so, Nintendo’s NES stood out as offering better value. And Nintendo’s profits took off because once a household owned a NES console, it qualified as a prime target for new Nintendo games. As the market evolved, Nintendo developed more new products focusing on the needs of different groups of customers. In the 1990s, its popular handheld system, Game Boy, successfully delivered portable fun to kids. Another group of customers, the “hard-core gamers,” played complex and realistic games requiring consoles with high-speed processors and better graphics, so Nintendo offered them its GameCube console...
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