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Marketing

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PLAN DE MARKETING
HOTEL MAREM

INTRODUCERE

Scurt istoric Hotelul Marem apartine grupului S.C.Marem Impex S.R.L societate recunoscuta,de mare traditie in peisajul aradean. Hotelul,situat in Arad,la doar cinci minute de centrul orasului,intr-un amplasament deosebit,are comfortul si luxul unui hotel de trei stele.Este un hotel bine dotat ,cu un personal ospitalier si serviabil.Se afla la 2km de aeroportul din Arad.
[pic]
Infiintat in anul 2001,a reprezentat inca de la inceput un real succes atat prin serviciile oferite cat si prin designul interior si exterior.Prin designul exterior al constructiei,arhitectii au incercat sa redea seninatatea si linistea pe care o ofera cadrul intim al hotelului. Pentru destindere si relaxare hotelul pune la dispozitia clientilor pe timpul verii o terasa special amenajata in fata hotelului cu un design unic care intretine atmosfera de relaxare si confort oferita de intreaga gama de servicii. [pic] Servicii Ca necesitate in completarea serviciilor oferie de hotel,a fost infiintat si restaurantul Marem,aceasta unitate si-a creat un renume propriu,fiind in masura sa satisfaca gusturile celor mai mari gurmanzi data fiind natura consumatorilor obisnuiti ai restaurantului,turisti. In restaurantul hotelului va puteti bucura de un meniu deosebit, din bucataria traditionala romaneasca cat si din specialitatiile internationale de mancaruri, salate si specialitati toate deosebit de gustoase. Lobby-ul hotelului este dotat cu canapele confortabile, acces la internet prin wireless unde, puteti face din orice moment al zilei o clipa de relaxare, savurand diverse sortimente de cafea si bauturi fine. Restaurantul are o capacitate de 70 persoane. Lobby-ul hotelului este dotat cu canapele confortabile, acces la internet prin wireless unde, puteti face din orice moment al zilei o clipa de relaxare, savurand diverse sortimente de cafea si bauturi fine.
[pic]
Capacitatea de cazare a hotelului este de 100 locuri, impartite in camere duble si apartamente, cu dotari specifice unui hotel de trei stele: mini-bar, televizor, cablu tv, internet, telefon, aer conditionat si baie proprie cu dus. Apartamentele au vedere directa spre parcul minunat din fata hotelului astfel incat clientii nostrii sa simta prospetimea naturii in fiecare dimineata. Camerele sunt dotate cu sistem de climatizare reglabil in functie de dorinta fiecarui oaspete, birou de lucru, internet prin wireless, televizor conectat la cablu, telefon international, minibar . Sala de conferinta cu o capacitate de 40 persoane, unde se pot organiza conferinte, sedinte dar si petreceri private .

Hotelul Marem poate face fata celor mai exigente cerinte din partea clientilor punand la dispozitia acestora o gama suplimentara de servicii hoteliere:

-parcare gratuita si pazita
-camere pentru nefumatori
-cutii de valori la receptia hotelului
-seviciu de spalatorie
-micul dejun inclus(bufet suedez)
[pic] [pic] [pic]
Concurenta

Sep Hotel

Hotel in Arad,situat pe centura din cartierul Gai inspre Nadlac. Sep Hotel din Arad va pune la dipozitie locuri de cazare dispuse in camere duble , camere matrimoniale , apartamente .Toate camerele sunt dotate cu baie proprie, televizor cu peste 70 de programe inclusiv canale cu circuit inchis,telefon, conectare la internet .Pe langa seviciile de cazare , bar si restaurant mai pune la dipozitie si parcare interioara supravegheata video .

Hotel Continental

Hotel in Arad. Ofera cazare in Arad intr-un hotel de de inalta tinuta , de 4 stele. Hotel Continental Arad ofera cazare in 160 de camere ( dotate cu aer conditionat, minibar, telefon, cablu TV, internet), 6 Sali de conferinta pentru maxim 300 de persoane, restaurant cu specific romanesc si international, bar de zi , bar de noapte cu program special de cabaret, club de bowling si cofetarie. De asemenea, va puteti relaxa in Galeria Continental unde gasiti aerobic, salon de infrumusetare.

Hotel InterM

Hotel in Arad. Hotelul va ofera cazare in Arad, in conditii de confort , la tarife mai mult decat acceptabile.Va oferim cazare in 21 de camere ( matrimoniale , double, camere cu 3 paturi sau cu 4 paturi ); televiziune cu circuit inchis, cablu, bar , restaurant, parcare supravegheata electronic. Pentru grupuri de turisti mai mari, putem asigura cazarea cumulata in 3 hoteluri invecinate fara complicatii deosebite a 156 persoane .

Hotel XEMAR

Hotel in Arad. Ofera cazare in Arad. Complexul de 3 stele Xe Mar si-a deschis portile pentru clientii sai incepand cu data de 1 octombrie 2006 intr-o cladire noua, cu o arhitectura deosebita si cu dotari de ultima generatie. Complexul este situat pe artera principala de intrare in Arad dinspre Timisoara, in apropierea podului de peste Mures, ceea ce ofera camerelor hotelului o perspectiva minunata asupra raului si orasului. Hotelul Xe Marcu clasificare de 3 stele, ofera 36 de locuri de cazare in 16 camere, fiecare cu amenajarea ei specifica si deosebita, dotate cu pat matrimonial , mini bar, cablu Tv, telefon si acces la internet. Camere speciale pentru clienti speciali si pretentiosi! Restaurant - Un restaurant elegant, avand o capacitate de 120 de locuri, unde se pot savura specialitati din bucataria internationala cat si din cea traditionala romaneasca!

I.SUMAR MANAGERIAL

1.1.Motivatia realizarii proiectului Acest plan de marketing are drept scop realizarea in cadrul hotelului a unui spatiu special amenajat pentru relaxare care cuprinde o piscina interioara cu jacuzii,un teren de golf si o sauna conform standardelor europene. Se doreste oferirea unui palete mai largi de servicii la un pret accesibil tuturor turistilor. Prin amenajarea unui teren de golf dorim sa surprindem si asteptarile celor mai pretentiosi clienti. Modernizarea conditiilor oferite de hotel are ca obiectiv depasirea serviciilor oferita de concurenta puternica existenta in zona.

1.2.Prezentarea problemei Pentru mentinerea unui grad inalt de competitivitate este nevoie pentru improspatarea ofertei atat prin promovarea periodica a serviciilor, cat si imbogatirea ofertei. Conform unor studii recent efectuate pe piata hoteliera,situatia se prezinta in felul urmator :

• exista 14 hoteluri concurente : Hotel Xemar, Hotel Ardealul, Hotel Continental, Hotel Coandi, Hotel Lotus, hotel President, Hotel Central, Hotel Inter-M, Hotel Sep, Hotel Cristian, Hotel Wolf, Hotel Phoenix, Hotel As, Hotel Cosmin.

• Potentialul de atragere a clientilor 22%

• Potrivit cercetarilor, totalul investitiilor in domeniul hotelier pana la sfarsitul anului 2005 tindea catre valoarea de 400 milioane de euro, apropiindu-se de previziunea de 420 milioane euro. De precizat ca, in marea lor majoritate, investitiile acestui an sunt facute din resurse locale private sau bancare. In raport cu dezvoltarea infrastructurii hoteliere in tara, in 2005 au fost puse in functiune peste 1.500 de camere in structuri hoteliere clasificate, capacitati care in proportie de peste 78% se refera la constructii noi, diferenta reprezentand modernizari ale unor proprietati hoteliere existente.

1.3 Scopul proiectului

Planul de marketing are ca scop cresterea semnificativa a clientelei pe piata interna prin introducerea unor oferte noi, competitive din punct de vedere calitativ si cresterea profiturilor realizate pe plan intern.

1.4 Obiective generale ale proiectului

Obiectivele stabilite in cadrul acestui plan sunt:
[pic] Obtinerea unei eficiente a investitiilor de 22% pe parcursul urmatorului an.
[pic] Cresterea semnificativa a profitului net pe piata interna pentru anul 2014-2015.
[pic] Cresterea cifrei de afaceri pe piata interna fata de anul precedent;
[pic] Cresterea cu 35 – 45 % a gradului de informare al publicului privind serviciile S.C. Marem S.R.L Arad;
[pic] Atragerea clientilor relativi.
[pic] Cresterea gamei sortimentale a preparatelor culinare. 1.5.Prezentarea activitatilor
Politica de produs :Scopul nostru este obtinerea pozitiei de lider pe piata hoteliera prin diversificarea serviciilor oferite.Prin imbunatatirea atat a serviciilor de entertainment cat si a abilitatilor staff-ului in relatiile cu clientii dorim sa ne mentinem in permanenta competitivi si deschisi spre noutatate si mereu atenti la concurenta.

Politica de pret:

Pretul reprezinta valoarea unui bun sau serviciu atat pentru vanzator cat si pentru cumparator.Valoarea atasata unui bun sau serviciu, pretul sau, se bazeaza atat pe elemente tangibile (calitatea produsului, avantaje oferite) cat si pe elemente intangibile.Pretul este una din cele patru componente alea mixului de marketing.Uneori el are un rol decisive in atingerea obiectivelor, alteori i se atribuie o importanta redusa in strategia de marketing.Politica de pret are la baza stabilirea preturilor raportate la pozitia serviciilor pe nivelul de evolutie. Procesul de stabilire a preturilor implica respectarea urmatoarei relatii.Pentru aplicarea politicii de stabilire a pretului se porneste de la costul de productie al fiecarui serviciu in paralel cu nivelul cererii efective pe piata consumatorilor si pretul practicat de concurenta.Astfel ca se disting doua categorii de preturi :preturi administrative care sunt stabilite de catre conducerea hotelului si care nu pot fi inferioare costurilor de intretinere si de investitie efectuate si preturi determinate de piata sau alti factori externi.. Oferta:

CAMERA SINGLE

DOTARI:AER CONDITIONAT,TV,FRIGIDER,MINIBAR.
MIC DEJUN INCLUS
PARCARE GRATUITA SECURIZATA
* PRET: 110 Ron

CAMERA DUBLA

DOTARI:AER CONDITIONAT,TV,FRIGIDER,MINIBAR.
MIC DEJUN INCLUS
PARCARE GRATUITA SECURIZATA
* PRET: 135 RON

CAMERA TRIPLA / CAMERA MATRIMONIALA

DOTARI:AER CONDITIONAT,TV,FRIGIDER,MINIBAR.
MIC DEJUN INCLUS
PARCARE GRATUITA SECURIZATA
* PRET: 153 RON

Politica de distributie :

Se refera la mijloacele prin care serviciile realizate sunt puse la dispozitia utilizatorilor.Pentru formularea politicii de distributie este necesara respectarea urmatoarea caracteristica: adoptarea unui sistem de distributie selectiv. Strategia de distributie a servicilor se realizeaza in functie de flexibilitatea canalului, capacitatea de difuzie a servicilor pe piata hoteliera.

Politica de promovare:

Pentru perioada urmatoare ne propunem sa promovam imaginea firmei prin servicii de reclama si publicitate.Promovarea are la baza pachetul de servicii hoteliere adica trebuintele ce le va satisface.Astfel publicitatea constituie un important mijloc tactic si strategic care se materializeaza in campanii care urmaresc interesele de baza ale hotelului,adresandu-se unei piete determinate analizandu-se pe baza unor criterii riguroase ale pietei hoteliere care este in plina extindere.Formele concrete de materializare a politicii publicitare folosite de Hotelul Marem sunt:presa cotidiana,radioul,reclamele publicitare.De asemenea se doreste participarea la targurile si expozitiile de anvergura in vederea promovarii serviciilor de cazare noi, studierii concurentei si stabilirii de contacte directe cu clientii si de ce nu, incheierii de contracte.

1.6 Costul total al proiectului

Pentru realizarea obiectivelor generale si specifice ale acestui plan s-au estimat costuri in valoare de 325000 RON.

Desfasuratorul estimat al cheltuielilor este : • teren de golf :265000 RON • sauna :25000 RON • piscina :35000 RON

1.7 Modul de acoperire al necesarului de finantare

Pentru acoperirea costurilor prezentului plan sursele sunt:

[pic] Autofinantare: 265000RON

[pic] Venituri din vanzari: 25000RON

[pic] Sponsorizari: 5000 RON

[pic] Credite bancare 30000 II . ANALIZA SWOT 2.1. Caracteristici: Analiza SWOT este o metoda eficienta, utilizata in cazul planificarii strategice pentru identificarea potentialelor, a prioritatilor si pentru crearea unei viziuni comune de realizare a strategiei de dezvoltare. De fapt analiza SWOT trebuie sa dea raspunsul la intrebarea .Unde suntem?, aceasta implicand analiza mediului intern al intreprinderii si a mediului extern general si specific. Din acest punct de vedere hotelul Marem se incadreaza intr-un mediu dinamic adoptand o strategie de crestere intensive. Firma opteaza pentru o strategie de dezvoltare a serviciilor prin imbunatatirea celor existente.Solutiile strategice implica adaugarea unor noi caracteristici la servicile existente si diversificarea acestora astfel incat sa existe o paleta cat mai larga de posibilitati. 2.2.Tendinte: Avand in vedere pozitia favorabila pe care hotelul Marem a avut-o inca de la infiintare ,mentinerea pe piata hoteliera presupune un anumit efort de dezvoltare continua a serviciilor. Pentru satisfacerea celor mai pretentiosi clienti hotelul vine in fata concurentei cu o noutate din punctul de vedere al enterteiment-ului:prin realizarea unui teren de golf.Prin realizarea unei piscine si sauna dorim sa oferim clientiilor posibilitatea de a practica hobby-urile si modalitatile de relaxare dorite. |Puncte tari: |Puncte slabe: |
|pozitionarea foarte aproape de centrul istoric al |grad ridicat de indatorare |
|orasului |Costuri mari de intretinere |
|Progres puternic de promovare |Ponderea mare in cadrul clientilor care platesc cu intarziere |
|Promtitudine in servirea clientilor |sumele datorate |
|privelistea minunata asupra parcului |grad de lichiditate scazut |
| Management performant cu calificare personala in | |
|domenilu de activitate | |
|Oportunitati |Riscuri |
|cresterea cifrei de afaceri prin diversificarea |riscuri financiare din imprumuturi neacoperite |
|serviciilor |Majorarea procentelor din dobanzi la credite |
|poate obtine o pozitie foarte buna fata de concurenti |Aprovizionarea cu un exces de stocuri pentru restaurantul din |
|prin crearea unu teren de golf accesibil preferintelor |incinta hotelului |
|clientilor externi | |
|extinderea domeniului de activitate prin investitii atat | |
|in restaurant cat si in activitatile de enterteiment. | |

Puncte tari: ❖ Pozitionarea foarte aproape de centrul istoric al orasului permite turistilor vizite la vestita Biserica Rosie cat si la renumitul Teatru de Stat. ❖ Progresul puternic de promovare prin ofertele speciale si numeroasele reclame in presa si televiziune permit o cunoastere exacta a progreselor hotelului. ❖ Promtitudine in servirea clientilor se datoreaza in special staff-ului specializat in fiecare activitate desfasurata in hotel. Pentru atingerea acestui obiectiv structura personalului a cunoscut numeroase modificari in ceea ce priveste trainingulpersonalului si abilitatile acestuia. ❖ Management performant cu calificare personala in domeniul de activitate caracterizeaza fiecare domeniu de activitate. Datorita paletei largi de clienti hotelul dispune de manageri bine instruiti de aceea punctual nostru de plecare inseamna in primul rand calitate, performanta si rezultate deosebite. Puncte slabe: ❖ Gradul ridicat de indatorare este provocat de investitiile mari facute cu scopul dezvoltarii activitatii. ❖ Costuri mari de intretinere provin din caliatea ridicata a serviciilor oferite clientilor. ❖ Ponderea mare in cadrul clientilor care platesc cu intarziere sumele datorate.Incasarea sumelor de bani aferente servicilor de cazare se face cu intarziere datorita posibilitatilor de plata la sfarsitul perioade de cazare precum si cazul delegatilor unde plata se face ulterior prin virament in contul de la banca al hotelului. ❖ Datorita investilor foarte mari facute atat in dotarea camerelor precum si dezvoltarii zonei de entretaiment societatea nu detine bani lichizii alegand investirea lor in dezvoltarea serviciilor si activitatilor. Oportunitati: ❖ cresterea cifrei de afaceri se realizeaza prin diversificarea servicilor oferite de catre personalul hotelului iar datorita servicilor de calitate superioare si a promptitudinii in servirea vom atrage un numar ridicat de clienti. ❖ poate obtine o pozitie foarte buna fata de concurenti prin crearea unu teren de golf accesibil preferintelor clientilor externi deoarece nici unul dintre concurenti nu detine un teren de golf dintro zona apropiata oferind exclusivitate in materie de sport si entretaiment.. ❖ extinderea domeniului de activitate prin investitii atat in restaurant cat si in activitatile de enterteiment va duce la dezvoltarea potentialului de cazare dar si de dezvoltare. Riscuri: ❖ Riscuri financiare din imprumuturi neacoperite ❖ Majorarea procentelor din dobanzi la credite datorita evolutiei cursului valutar si a deprecierii leului precum si majorarea dobanzilor datorita inflatiei. ❖ Aprovizionarea cu un exces de stocuri pentru restaurantul din incinta hotelului poate duce la blocarea banilor in stocurile nefolosite care se altereaza si nu mi pot fi utilizate. 2.3. Recomandari: Identificarea unui posibil partener extern specializat in respectivul sector de activitate, capabil sa asigure atat suportul tehnic cat si managerial pentru dezvolatarea hotelului. Avand in vedere nivelul foarte scazut al vitezei de rotatie a activelor prin cifra de afaceri, pentru corectarea acesteia se impune o optimizare a structurii activelor imobilizate si circulante, precum si o gestionare mai eficienta a stocurilor de materiale, concomitent cu cresterea gradului de lichiditate a activelor circulante .
III. SCOPUL SI OBIECTIVELE PROIECTULUI 3.1. Scopul Scopul aceste sectiuni este de a realiza o scurta trecere in revista a planului de marketing propus, fiind destinata largirii domeniului de activitate. Planul de marketing are ca scop cresterea semnificativa a incasarilor din serviciile oferite de hotelul nostru. Serviciile pe care le vom dezvolta vor fi axate exclusive pe confortul si ospitalitatea necesara clientilor. Realizarea acestei investitii ne va perimite cresterea pozitiei in domeniul hotelier local. La finalizarea investitiei vom dispune de un teren de golf performant, o piscina interioara luxoasa si o sauna moderna. 3.2. Obiectivele generale Obiectivele strategiei noastre sunt adaptarea serviciilor oferite la nevoile si exigentele clientilor nostrii, cresterea fidelitatii clientilor precum si cresterea efectiva a numarului lor. Aceasta sectiune a planului de marketing face referire asupra obiectivelor stabilite in cadrul planului. Trebuie avute in vedere doua categorii de obiective: • Obiective financiare • Obiective de marketing 3.2.1. Obiectivele financiare
In ceea ce priveste obiectivele financiare, referitoare la noile servicii au fost stabilite urmatoarele: • Obtinerea unei eficiente a investitiilor de 11% pe parcursul urmatorului an; • Cresterea semnificativa a profitului net pe piata interna hoteliera pentru anul 2007. 3.2.2. Obiectivele de marketing
Obiectivele financiare trebuie transpuse in obiective de marketing. Pentru aceasta obiectivele de marketing pot imbraca urmatoarea forma: • Cresterea cifrei de afaceri pe piata interna hoteliera fata de anul 2013; • Realizarea unui volum al incasarilor in special prin ocuparea la maxim a locurilor de cazare oferite ceea ce reprezintao crestere a cotei de piata • Cresterea cu 30 – 40 % a gradului de informare al publicului privind serviciile de cazare ale hotelului • Atragerea clientilor straini. 3.3. Obiectivele specifice Scopul principal al Hotelului Marem. este sa asigure pietei hoteliere servicii de o calitate deosebita care sa permita onorarea cerintelor atat a clientilor traditionali cat si a clientilor straini. Pentru atingerea scopului propus sunt stabilite urmatoarele obiective de marketing: • Dezvoltarea politicii de publicitate prin realizarea de materiale promotionale:pliante, fluturasi, si reclame pe posturile de radio din judetele Arad • Promovarea servicilor de cazare oferite de catre hotel in cadrul targurilor si expozitilor in domeniul turistic • Stimularea cererii pe piata interna printr-o politica de promovare directa a serviciilor; • Specializarea bucatarilor in realizarea unor preparate traditionale din alte culturi • Diferentierea pe cat posibil a politicilor de marketing pe cele trei grupe de servicii: restaurant, cazare si entertainment;produse • Intensificarea activitatii de cercetare a pietei pentru identificarea nevoilor clientilor in materie de servicii hoteliere. IV.STRATEGIA DE MARKETING Strategia in cazul servicilor hoteliere se adreseaza acapararii unui public cat mai larg indiferent de sex, nationalitate sau varsta Gama de servicii va fi extinsa prin realizarea terenului de golf,a piscinii interioare precum si a saunei. Consideram a fi necesar lansarea unui puternic program de promovare a serviciilor pentru atragerea unei clientele cat mai variate.

|Piata tinta |Familii cu venituri medii dar si ridicate, indiferent de sex si |
| |varsta. |
|Pozitionarea |Servicii hoteliere pentru toate varstele la un pret minim cu |
| |servicii de calitate. |
|Pretul |Nivel mediu. |
|Forta de vanzare |Cresterea ei cu 15%. |
|Publicitatea |Elaborarea unei noi campanii publicitare pentru terenu de golf ce |
| |urmeaza a fi finalizat precum si piscina interioara si |
| |sauna.Realizarea de reclame pentru serviciile deja existente, |
| |sporirea bugetului pentru publicitate cu 7%. |
|Promovarea vanzarilor |Sporirea bugetului alocat cu 9% pentru realizarea unor puncte de |
| |prezentare si pentru participarea la expozitii specializate. |
|Cercetarea-dezvoltarea |Cresterea cheltuielilor cu 8% pentru imbunatatirea calitatii |
| |serviciilor |

Propuneri pentru realizarea unor puncte din planul de marketing si a strategiei de marketing: - Obtinerea de informatii despre firmele concurente si piata interna de la Camera de Comert, Industrie si Agricultura din judetul Arad - Solicitari de studii de piata si sondaje de piata de la firmele specializate in domeniu - Obtinerea unor informatii de la Facultatea de Tursim.
V. PLANUL DE ACTIVITATI 5.1 Politica de produs
|NR CRT. |DENUMIRE |DURATA |PERIOADA DE EXECUTIE |RESPONSABIL |
|1 |Analiza existentei serviciilor |14 zile |12.03.2014-26.03.2014 |Departamentul de marketing |
| |concurente (tere| | | |
| |n golf,sauna,piscina) | | | |
|2 |Analiza cererii |7 zile |1.04.2014-8.04.2014 |Departamentul de marketing |
|3 |Alcatuirea structurii chestionarului |10 zile |9.04.2014-19.04.2014 |Sef departament marketing |
|4 |Distribuire chestionare clientilor |7 zile |26.04-3.05 |Secretara |
|5 |Centralizarea rezultatelor obtinute |5 zile |26.05-31.05 |Departamentul de marketing |
|6 |Efectuarea masurilor necesare |28 zile |2.05-5.06 |Manager departamaentul |
| | | | |tehnic |
|7 |Asigurare a unei linii telefonice gratuite pentru |29 zile |08.06-31.06 |Departamentul de relatii cu|
| |informatii si reclamatii | | |clientii |

Politica de pret
|Nr. Crt. |Activitate |Durata |Perioada de executie |Responsabil |
|1 |Analiza pret concurenta |14 zile |8.03-22.03 |Manager marketing |
|2 |Observarea preturilor pietei |6 zile |22.03-28.03 | |
| |serviciilor hoteliere din aceeasi clasa| | | |
|3 |Compararea raportului pret-calitate |7 zile |15.05-22.05 | |
|4 |Determinarea pretului in functie de |4 zile |29.03-3.04 | |
| |concurenta si costuri | | | |

5.2 Politica de distributie
|Nr. Crt. |Activitate |Durata |Perioada de executie |Responsabil |
|2.1.1 |Angajare personal necesar(soferi, chelneri, menajera, bucatarese, |14 zile |5.03-19.03 |Departamentul de marketing |
| |secretare, receptionere, | | | |
| |administartor) | | | |
|2.2.1 |Promovarea posturilor disponibile |13 zile |12.03-25.03 |Departamentul de marketing |
|2.2.3 |Organizarea de interviuri pentru noii angajati |14 zlie |2.04-16.04 |Departamentul de marketing |
|2.2.4 |Selectarea viitorilor angajati |6 zile |16.04-22.04 |Manager de marketing |
|2.2.5 |Pregatirea celor selectati |7 zile |23.04-30.04 |Departamentul de marketing |

4. Politica de promovare 5.
|Nr. Crt. |Activitate |Durata |Perioada de executie |Responsabil |
|1 |Publicitate radio |17 zile |6.02-23.04 |Departamentul de marketing |
|1.1 |Gasirea ideii pentru spot radio |6 zile |6.04- 12.04 | |
|1.2 |Crearea spot radio |23zile |12.04-5.05 | |
|1.3 |Incheierea contractelor cu posturile radio |1 zi |12.05 | |
|1.4 |Difuzare spot radio |2 zile |23.05 – | |
| | | |25.05 | |
|2 |Publicitate cu ajutorul pliantelor, fluturasilor, |6 zile |9.06-15.06 | |
| |cataloagelor | | | |
|2.1 |Crearea machetei |7 zile |5.07-12.07 | |
|2.2 |Tiparire |7 zile |15.07- 22.07 | |

VII.BUGETUL PROIECTULUI
|Cheltuieli estimate |Sume estimate (RON) |Sume estimate (RON) |Venituri estimate |
|Prospectarea pietei |4000 |265000 |Autofinantare |
|1.1 Alcatuirea si editare |2500 |25000 |Venituri din vanzari |
|chestionare |15000 |5000 |Sponsorizari |
|1.2 Distribuire chestionare |18000 |30000 |Credite bancare |
|Cheltuieli cu serviciile |5500x5 | | |
|2.1 Aprovizionare pentru |250x4 | | |
|restaurant |12000 | | |
|2.2 Achizitie autovehicule (4) |2000 | | |
|2.3 Angajare soferi |12000 | | |
|profesionisti(4) |11500 | | |
|2.4 Intretinerea si |50000 | | |
|repararea bunurilor hotelului |50000 | | |
|3. Cheltuieli cu materiile prime |12000 | | |
|(gazon, marmura, gresie) |75000 | | |
|4. Cheltuieli de promovare |4500 | | |
|4.1 Publicitate radio local |20000 | | |
|4.2 Pliante, fluturasi |8000 | | |
|4.3.Chetuieli cu amenajarea | | | |
|terenului de golf(amenajare si | | | |
|intretinere) | | | |
|4.3.Cheltuieli cu realizarea | | | |
|piscinei si a saunei | | | |
|5. Cheltuieli cu provizioane pentru| | | |
|riscuri | | | |
|6. Cheltuieli cu mijloace fixe | | | |
|7.Cheltuieli cu proiectul | | | |

VIII.CONTROL SI EVALUARE Controlul si evaluarea reprezinta o operatie complexa prin care se corecteaza eventualele neconcordante aparute in timpul activitatii si se stabilesc noi strategii care sa duca la o mai buna desfasurare a activitatii de marketing si a obtinerii unor rezultate mai performante. 8.1. Modalitati de inregistrare si masurarea rezultatelor Rezultatele dupa implementarea acestui plan de marketing cu ocazia diversificarii vor fi obtinute prin sondaje (chestionarul anexat) efectuate inaintea campaniei publicitare, in timpul si dupa terminarea ei.Pentru efectuarea acestor sondaje si analiza lor vom angaja o firma specializata in domeniu.Monitorizarea concurentei, evenimentelor, reactiile pietei si consumatorilor apartin echipei de specialisti care furnizeaza datele departamentului nostru de marketing. Acest plan va fi considerat indeplinit daca se va : • participa la targurile si expozitiile de anvergura in vederea promovarii produselor noi, comunicarii directe atat cu clientii actuali, cat si cu potentialii clienti; • pastra legatura cu clientii actuali si potentiali prin intermediul postei electronice si liniei telefonice „info-line”, creata atat pentru informare cat si pentru preluarea reclamatiilor de la eventualii cumparatori nesatisfacuti; • urmari evolutia vanzarilor din anul curent in comparatie cu cel precedent.Pentru realizarea acestui studiu se vor utliza urmatorii indicatori de piata: Cota de piata exprima ponderea detinuta de catre o organizatie, un produs sau o marca particulara in cadrul pietei de referinta; Profitul exprima diferenta dintre veniturile realizate din vanzari si cheltuielile efectuate in scopul realizarii de venituri, din care se scad veniturile neimpozabile si la care se adauga cheltuielile nedeductibile; Costurile se analizeaza in comparatie cu veniturile si profitul, urmarindu-se cel mai avantajos raport cost-pret-calitate; Tendinta afacerii se determina cu ajutorul cifrei de afaceri in preturi comparabile sau constante; Cifra de afaceri reprezinta volumul veniturilor inregistrate din incasari intr-o perioada de timp. 8.2. Calendar de verificare a nivelului realizarilor Evaluarea campaniei publicitare se realizeaza inainte de campanie, in timpul campaniei si dupa desfasurarea campaniei iar evaluarea obiectivelor se va face la finele fiecarei luni in cadrul sedintei managerilor. 8.3. Responsabilii de monitorizarea si masurile de interventie corectiva.
| |Responsabili |
|Cercetarea pietei |Firma angajata, Director departament de |
| |marketing |
|Activitatea de diversificare a |Director departament de productie |
|serviciilor | |
|Activitate de promovare |Director departament de marketing |
|Evaluare finala si audit |Director departament de management |

IX.ASPECTE OPERATIONALE 9.1 Necesarul de personal In urma unei analize numarului de clienti se ajunge la concluzia ca necesarul de personal este foarte important astfel ca personalul calificat trebe sa isi assume raspunderea penru sarciniile care ii sunt atribuite pentru o buna functionare a serviciilor hoteliere dar si indepliniera nevoilor clientilor. Personalul neceasar in cadrul hotelului este pentru moment de 41 de angajati fiecare cu sarcinile specifice care ii sunt atribuite si cu remunerarea lor in functie de abilitati si responsabilitatile care le detin.Astfel ca in continuare vom prezenta nr de angajatii in functie de pozitia lor in cadrul hotelului. • 2 Receptionere 500 ron/pers/luna • 2 Soferi 450ron/pers/luna • 5 chelneri 550ron/pers/luna • 2 barmani 450ron/pers/luna • 6 menajere 500ron/pers/luna • 2 bucatari 600ron/pers/luna • 1 ingrijitor teren golf 500ron/pers • 1 administrator 700ron/pers • 2 secretare 600ron/pers • 2 persoane din echipa manageriala 850ron/pers • 2 persoane la departamentul Resurse Umane 760ron/pers • 2 persoane la departamentul Juridic 700ron/pers • 2 persoane la departamentul Informatizare 650ron/pers • 3 persoane la departamentul Marketing 870ron/pers • 2 persoane la departamentul Comercial 550ron/pers • 3 persoane la departamentul Financiar-Contabil 640ron/pers • 1 director hotel 1100ron/pers • 1 director adjunct 900ron/pers 9.2. Masuri organizatorice: • Sefii departamentelor se ocupa de pregatirea si instruirea personalului din subordinea lor. • Fiecare department trebuie sa isi elaboreze un plan de activitate pentru fiecare luna. • Comunicarea in cadrul unui department se face in ordine ierarhica. • Fiecare angajat isi prezinta activitatea desfasurata la sfarsitul semestrului impreuna cu un plan de activitate pentru urmatorul semestru,prezentarea insatisfactilor si problemelor nerezolvate. 9.3. Comunicarea interna: Pentru realizarea cat mai buna a obiectivelor acestui plan s-a angajat un numar de persoane pe timpul campaniei de promovare ,o firma specializata in domeniu care se va ocupa cu promovarea servicilor precum si atragerea de noi clienti. 10.2 Concluzii Pentru punerea in practica a acestui plan de marketing, costurile au fost estimate la suma de 325 000 RON. Prin calcularea bugetului am prezentat ca S.C. MAREM S.R.L.dispune de surse de finantare pentru acoperirea costurilor. Respectand planul de activitati vor fi atinse obiectivele propuse. Succesul lansarii noiilor proiecte privind activitatile hotelului – terenul de golf, sauna, piscina – este asigurat de prospecatarea pietei tinta, stabilirea unor avantaje pentru client si o promovare de inalta calitate. Respectand toate criteriile enumerate mai sus suntem convinsi ca hotelul Marem va fi un real succes indiferent de pozitia concurentilor.

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