Lazy Days

Strategic marketing plan

Internal analysis
Company analysis
 Financial analysis – ratio analysis
1992 1993 1994 1995

GP Margin % 16 15 13 11
NP Margin % 3 2.9 2.1 1.8
% Growth in Turnover 20 11.11 10

% Growth in Volume 18.8 6.1 9.1

Financial A n alysis

25
•NP Margin – Declining 
20
GP M a rg in
15 N P M a rg in
•Growth Rate in terms of volume –  
declining 
%

10 Tu rn o ve r g ro w th
V o lu m e g row th •
5
•
0
1992 1993 1994 1995
year

COMPANY 
ANALYSIS
Financial analysis – customer analysis
1992 1993 1994 1995

Volume 69,000 82,000 87,000 95,000

GP £ 34.80 £ 32.90 £ 29.90 £ 25.50

per customer

NP £ 6.52 £ 6.46 £ 4.83 £ 4.1

per customer

Turnover £ 217.4 £ 219.5 £ 229.9 £ 231.6

per customer

•Volume and T/O per customer rise, but NP,GP per customer decline. (as no Operating costs are 
included in those figures)
•
•GP per customer figures are more accurate than the NP per holiday maker calculations; as
NP includes other expenses such as income tax, finance costs and other general admin costs, 
that are not directly attributable to the holiday makers.

• COMPANY 
• ANALYSIS
Financial analysis – customer analysis
(snap shot)

250

200
GP per custom er
value per customer

150
NP per custom er

100
Turnover per
custom er
50

0
1992 1993 1994 1995
ye a r

COMPANY 
ANALYSIS
Value chain analysis for SCA
Infrastructure
Web based infrastructure

HR Management
•Training aimed at customer satisfaction and service quality

•Change management

n
Margi
Technology
•MKIS ( on-line reservation system and customer DB)

•CRM system

Procurement
•Value added services

•Cost reduction methods

n
Margi
Inbound Operations Outbound Sales & Marketing Services
logistics Customized logistics Aggressive sales of Creating CLV through
Strategic products in Internet and web packages , and building relationship
alliance with premium based to loyalty programs marketing and
Airlines, hotels prices eliminate continuous follow-
and resorts intermediary cost ups

COMPANY 
ANALYSIS
Customer analysis
 Segmentation Grid

Age < 25 25 - 37 38 - 60
Socio – economic Class A B C1 & C2
Benefit Sought VFM Customized Experience
Frequency (per Year) High Medium Low
Lifestyle Part of Life Occasional Once in a life
time
Number of Holiday Individual Couple Family / Group
Makers
Type of Holiday Adventure Relaxed Tour based
Product Offering Safari Beach Golfing
Skiing Ballooning Eco

The current customer profile
CUSTOMER 
ANALYSIS
 Customer Profiling
Target Audience Characteristics of Target Audience

Innovators 25 – 37 , A , Customized, High Frequency, Holiday as

Part of Life, Individuals and /or Family / Group,
Ballooning / Safari

Relaxation Seekers 38 - 60 , C1 & C2 , VFM, Low Frequency , Holiday as

once in a life – time , Couple , Relaxed , Beach

Occasional Travelers 25 - 37 , B , Experience , Medium Frequency ,

Occasional Holiday , Individuals and /or Family /
Group , Tour based , Ballooning / Safari

CUSTOMER 
ANALYSIS
 Factors to consider Segmentation
Factors Segmentation Type

Innovators Relaxation Occasional

Seekers Travelers
Potential Growth High Low Medium

Cash Flow High Low to Medium Medium

ROI Less period to Slow Recovery Somewhat less

Recover period to
recover

Brand Equity High Low Medium to High

Communication Budget High Low Medium

CUSTOMER 
ANALYSIS
 Targeting
Age < 25 25 - 37 38 - 60
Socio – economic A B C1 & C2
Class

Benefit Sought VFM Customized Experience

Frequency (per Year) High Medium Low

Lifestyle Part of Life Occasional Once in a life time

Number of Holiday Individual Couple Family / Group
Makers

Type of Holiday Adventure Relaxed Tour based

Product Offering Safari Beach Golfing
Skiing Ballooning Eco

Innovators  Innovators + Occasional Travelers
Occasional Travelers Relaxation Seekers
 Lazy Days - Positioning

Service
customization

Customize
d Desired
Position

Semi -
customize
d
Current
Positio
Generic n

Service
offering
Local Regional Global

CUSTOMER 
ANALYSIS
External analysis
Market analysis
Porter’s Five Forces Analysis

MARKET 
ANALYSIS
Porter’s Five Forces Analysis
 Bargaining Power of Customers – HIGH
ü Several options available to customers within the leisure industry
ü Easy access to information - Internet
ü Tightening discretionary spend
ü Customers are asking for more for less price
ü Low switching cost
ü
•

 Bargaining Power of Suppliers – MEDIUM to HIGH

ü Suppliers – hotel resorts, airlines, travel agents, caterers etc.
ü Reduced dependence on intermediaries – shift to direct
distribution
ü Destinations are demanding
ü Airlines packaging
ü Price competition among the suppliers
•

• MARKET 
•
ANALYSIS
Porter’s Five Forces Analysis
 Threat of New Entrants – HIGH
ü Commoditization
ü Low entry cost
ü Availability of New Markets ( N. America, Asia etc.)
ü
•

 Threat of Substitutes – MEDIUM

ü Substitutes constitute anything that competes for consumers’ “share
of wallet” E.g. – Purchasing a TV, going on a local holiday within
Europe etc
ü Switching to other house way goods
ü Customer goes directly to the hotel
ü
 Inter Industry Rivalry – HIGH
ü All the above factors contribute to strong rivalry within the leisure
industry as firms compete to maintain market share
•

MARKET 
ANALYSIS
 Competitor profiling
Wide

Global Holidays
Range of holiday packages 

Travel Leisure's (pvt) ltd

Lazy Days Holidays 
Limited 

High  Low 
Customer focus 
MARKET 
ANALYSIS
Competitor analysis

MARKET 
ANALYSIS
Strategic options and objectives
Objectives for sca

Corporate objective
Turn over increase by 50% by next 3 years   

Marketing objective
Market share increase by 45% by next 3 years
Customer life time value increase by 45% (CRM) 

Marketing functions 
IMC – to increase awareness level internally and adapt to change to 
strategy
Aggressive sales strategy to market new packages.

STRATEGIC OPTIONS AND 
OBJECTIVES 
Differentiation strategy

Price Differentiation Focus Differentiation

Product Differentiation Customer Service Differentiation

Differentiation strategy
Product Offering Differentiation 
ü
Lazy days will focus on Product Differentiation as its business 
strategy to establish the competitive over their competitors.
ü
Lazy Days to achieve its Product Differentiation by ;
ü
üQuality Packages– creating a package and service that is exceptional in 
one or more ways. Examples: Safer Ballooning and Safari Packages, 
Additional Costal guards at beach packages. 
ü
üFirst Mover advantage­ being the first one to offer Ballooning package 
for newly married couples in Africa. 
ü
üFeatures/Options ­ offer lots of choices, unusual combinations 
( Example Safari + Ballooning, Safari + Golfing , Ticket only, Hotel 
+Ticket etc. )
ü
üCustomization – Tailor­made packages 
 COMPETITIVE STRATEGY 

Multiple Niching

üLazy days to adopt Market­Nicher Strategy to compete against it’s 
competitions establish the competitive over their competitors.

üAs Lazy Days will be attacked by larger firms once they notice the niches 
are successful, Lazy Days to focus on MULTIPLE NICHING  
STRATEGY.
“[A] firm should `stick to its niching’ but not
•

necessarily to its niche. That is why multiple

niching is preferable to single niching. By
developing strength in two or more niches the
company increases its chances for survival.”
• Philip Kotler

 Strategic option analysis – Ansoff’s matrix
Market Penetration
1.      Increase usership  for golfing in African destinations by 20% through
•
•Specialized  safari packages for selected travelers in Social groups C1 & C2
•Golfing loyalty club membership
•Golfing fiesta package for women
  
2Increase usage for skiing in Eastern European destinations by 30% through

•Market skimming pricing for  mass crowd
•Promote skiing packages for both peak & off peak seasons
 

rican destinations
ed product offerings ( Innovators, Relaxation seekers, Occasional travelers)
arefully selected for these packaged holidays , E.g :Congo,  Cape town
es us the maximum amount of revenue & returns
key markets in Africa which in turn brings us this purpose, this would be done through our research team which
re likely to be under scrutiny for next  three years   based on their returns to our business goals, thus this make

STRATEGIC OPTIONS AND 
OBJECTIVES 
 Strategic option analysis – Ansoff’s matrix

ade which suits to the selected social groups A & B, this would include
ungles
 sky
ngs would be coupled with many other supportive value added services such as  : Hotel stay , Air fare, Concierg
out to innovators, relaxation seekers & Occasional travelers for whole year
e of each individual in these segments, they would be entitled to a further  new product package which exclusive
VVIP Afro  package given out to high value makers
Hot  chocolate ladies club in Africa, Meet my princess offer &  many more

ng any sort of interest for diversification, but based on the business performance in the next three years the foll

mpany in tourism & leisure
marketing organization

STRATEGIC OPTIONS AND 
OBJECTIVES 
 Swot analysis
• Strengths We akne s s e s
• Hall of experience & familiarity in current •Lac k o f c usto me r DB. Co mpe tito r 
market inte llige nc e  & c usto me r lo yalty 
• Company has pricing advantages & can •Po o r co mmunicatio n me tho ds in the  
survive in the tag of price war. (Pricing abse nc e  o f appe aling mkting 
policy is below 5-8% industry rates) c ampaigns 
• •Co mplic ate d pro duct o ffe rings & 

• Opportunities pac kaging no t suiting the  TG 

•High o ve rhe ads
• High spending power amongst socio eco
A&B •No  te chno lo gy advance me nt

• Attractiveness of African mkt and •Adaptatio n o f c o nve ntio nal thinking 
potential for earning capacity amo ngst Lazy Days inste ad o f  
• Comparatively less competition within c usto me r drive n c ulture . 
Africa for leisure and tourism industry •

• Admin cost is relatively low compared to Thre ats

European destinations •Unpre dic table  re c e ssio nary e nviro nme nt 
• Absence of rigid government policies , c an c o mple te ly shado w o ff the  
political red tapes & high taxation for inco me rs.
mkt entry •Rising numbe rs o f pre ssure  gro ups fo r 
• Super profit making destination with first e nviro nme ntal pro te c tio n  and 
mover advantage for particular inde pe nde nc e .
product offerings •The  de gre e  o f duplic atio n might be  ve ry 
• high in Euro pe  de stinatio ns with similar 
• type s o f pro duc t o ffe rings. 
 Building sustainable
competitive advantage
Way you compete
•

• Product Strategy
• Generic product offering (mass packages) and customization to suit
personal requirements.
• - Wild life safaris ( generic and customized safaris )
• - Honeymoon Packages (Customized & generic – safari/ Ballooning
/Golfing)
• - Tailor made tours for individuals and group
• - Ballooning in Africa
• - Family holidays
• - Adventure holidays ( Skiing / Ballooning/ Safari )
•

• Pricing Strategy
• - Competitive pricing for the generic offering (mass packages)
• - A comparatively higher price for the customized packages depending
on the customer requirements
 
•

• Re-positioning Strategy
• - integrated marketing communications (IMC) 
• Message : “plan and design holiday packages to those who wish to
explore and discover the natural bounties”
•

• Distribution Strategy
• - No intermediaries , web based & direct marketing
• - Priority focus on reaching the customer – online and offline
•
•
On-line Off-line
•
Official web site - In-flight magazines
•
Alliance web site web ad’s (Airlines, - 24*7 customer service
• hotels/resorts and banks) •Customer friendly office – providing

personalized services to meet customer

• requirements.E.g: coffee for all customers.
•Bank offers : corporate packages , card holder
•
offers (platinum and gold card holders)
•

 People Strategy
• -Train staff on service quality, relationship marketing, ,
competitor profiling, collecting market information, etc…
• - self resourced team to develop the website ( this avoids
outsourcing expenses)
•

 Process Strategy
• - MKIS & CRM systems, knowledge management, intranet
systems
• - Development of e-distribution systems
•

 Physical Evidence
• - Consistent branding in staff dress, market oriented office
environment, brochures, tickets , travel guides, travel insurance
and other tangibles
BUILDING SUSTAINABLE COMPETITIVE 

ADVANTAGE 
Basis of competition

 Providing competitive service by streamlining &

synchronizing the upstream & downstream value
chains


 Use of a balanced portfolio to offer a balanced

product range


BUILDING SUSTAINABLE COMPETITIVE 
ADVANTAGE 
WHERE WE COMPETE 

 Leisure and travel industry







WHO WE COMPETE AGAINST 


 Global Holiday Travels –UK
 Whole World Golf Travel
 Safaris Direct (http://www.safaris-direct.net)
 Golfing in Africa – (www.golfingafrica.com)
 Balloon Safaris – (www.balloonsafaris.com)
 www.lastminute.com
BUILDING SUSTAINABLE COMPETITIVE 

ADVANTAGE 
ACHIEVING SUSTAINABLE 
COMPETITIVE ADVANTAGE 
STRATEGY 
­Market 
Development
­Branding
STRUCTURE
­Differentiation SKILLS
­Virtual Organization
­Flexible ­Knowledge 
management
­Bottom­up approach
SHARED  ­communication
VALUES ­IT
­Innovation
­Integrity
STYLE
­Quality
­Supportive style  STAFF
­Openness
leadership
­T&D
­Action centered  SYSTEM ­Employee 
leadership
­Customer  satisfaction
database ­Motivation
­MKIS ­Rewards
­Intranet/Extranet
IMPLEMENTATION & 
CONTROL
 BALANCE SCORE CARD  Past
Financial

-% profitability for SBU
External -Economic value added
-Market share (as a web dealer) 
Internal

ve
Internal process

VISION 
on (VFM, Range of offers, service of the employee)  -# of customer complaints
n ( Loyalty cards, blue tooth)  -Time taken to upload the site and errors
customer  -% time site down ( during peak holiday se
on  -

Present

Innovation & Learning

-# of new additions to the site
-# of site links
Future
-# of language translations
-# of training hours per employee 
CONTROL
- IMPLEMENTATION & 
BALANCE SCORE CARD – 
MEASUREMENTS  
Perspective Objective Measurement Targets
96 97 98

Financial Revenue Growth % change in revenue 50% 50% 50%

Increased mkt share % increase in mkt share 45% 45% 45%
Economic value added

Customer Customer retention Retention % 75% 75% 75%

Customer satisfaction Survey Rating 60% 74% 85%
Customer acquisition % of new customers 60% 70% 75%
Per customer value % of turnover per customer 50% 50% 50%

Internal process Customer complaints % of complaints 35% 30% 25%

Web site down time % time site down – peak 12% 10% 10%
Web site upload time % of errors 20% 12% 7%

Learning & New additions # of new additions to the site 50% 50% 50%
Development New links # of site links 35% 40% 40%
Language translations # of language translations 25% 25% 25%
Employee training rate # of training hours per employee 75% 75% 75%
 Budget
1996 1997 1998
Receipts £ £ £ £ £ £

Balance b/f 390000 -11260000 3902500

Turnover:

A,B customers £300*20000 6000000 £350*35000 12250000 £400*50000 20000000

C1,C2 customers £180*95000 17100000 £150*85000 12750000 £150*87750 13162500

23490000 13740000 37065000

Payments
Web Development 25000000

Web Maintenance 4000000 4200000 4410000

Marketing expenses(offline) 3000000 2750000 2500000

IMC 2000000 2100000 2205000

Administrative expenses 750000 -34750000 787500 -9837500 826875 -9941875

Balance c/f -11260000 3902500 27123125

* Assumption : Inflation rate is 5%.

Custo me r pric e  assumptio ns will vary (+ /­ 30% )  

After 3 years;
• In 1998
 Corporate objective is in-line with the targets.
•(Increasing Turnover by 50%)

• £33162500 – £22000000 *100 =

50.07%
• £ 22000000
•

 Marketing objective is in-line with the targets

•(Increasing Market share by 45%)

• 137750 – 95000 *100 = 45%

• 95000
END