UNIVERSITY CENTRE “CÉSAR RITZ“
Strategic Marketing Term Project
17 th
Submitted on
September 2009 by:
Kraisorn Chaichana
179306
Nadine Grosser
178501
Ka In Lei
180504
Elena Vik
180505
Wensi Zhang
180502
Submitted to:
Dr. Susan Horner
MKT 430 Strategic Marketing
In partial fulfillment of the requirements for the Degree of
Bachelor in International Business in Hotel and Tourism Management

Individual roles ..................................................................................................................................I
Executive Summary ..........................................................................................................................II
1 Company Choice .......................................................................................................................1
1.1 Reasons for choosing Capella Hotels & Resorts .......................................................................1
1.2 Company outline ..................................................................................................................1
2 Industry Research .....................................................................................................................2
3 Marketing plan rationale ..........................................................................................................3
3.1 Situation analysis ..................................................................................................................3
3.2 Market research ...................................................................................................................5
3.3 Market segmentation ...........................................................................................................7
3.4 Selection of target market ....................................................................................................8
3.5 Marketing strategy, positioning, mix and objectives ..........................................................9
4 Implementation plan ............................................................................................................. 12
4.1 Activities for target market, Responsibility & Schedule .................................................... 12
4.2 The marketing budget ....................................................................................................... 14
Reference List .....................................................................................................................................

I
The participants in this project collaborated closely with each other. Before commencing the research, the team members discussed the roles, before choosing one, which would suit them best. The following is the summary of the group members’ occupational roles.
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Nadine undert ook the property’s research and its justification. Together with Anan she undertook the preparation of the marketing implementation plan and budget.
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Wensi conducted the situation analysis and market research.

Karen further extended Wensi’s part on market segmentation and selection.

Elena embraced the findings of Wensi and Karen and formed the marketing strategy accordingly. She also assisted Nadine in compiling the report.

Anan was responsible for the preparation of the marketing budget.
Additionally he assisted Nadine in developing the implementation plan where the activities for the target market were assigned together with the promotional campaign’s time schedule.
Overall the group experienced a synergy when working with each other towards the completion of the research.
The power point presentation was developed in agreement with all the team members.

II
Capella Vision Hotel Cochin offers its guest 92 luxuriously decorated rooms ranging from single deluxe to deluxe executive suites, with all the amenities found in a traditional five star hotel. However, the experience is more personal and the guests have total control over their stay, making them feel as if they are in a home away from home. There are no check in/out times, if the customer wants to dine at 3:00A.M. the hotel arranges it, no request is too small or too large to be fulfilled, as long as they are ethical, moral and legal. Obviously the target market of the hotel is aimed at the wealthiest market segment, where the average income is US$ 300,000 plus and with an age range of 40 to 60, in other words generation X and Baby Boomers.
The marketing plan of Capella Vision Hotels assesses the business and the market’s strengths and weaknesses. Furthermore, it segments and selects the corresponding target market emphasising the individual and emotional connections with the customers through the use of exceptional service and a personal touch.
The marketing plan will use this information to strategically construct the promotional stages in order to target and attract the desired clientele. Through close collaboration with travel agents in the luxury sector, communications with existing and past guests and targeted marketing strategies in areas luxury travellers are likely to attend, such as golf courses and yacht clubs, Capella should accomplish its long-term goals.
To achieve the necessary market penetration, a marketing budget has been set at approximately US$ 850,000 over a three year period. The marketing campaign needs to be closely monitored and continuously reappraised to ensure the effectiveness of the promotional methods.

1
Capella Hotels & Resorts refer to their vision with this extract: “A new star has risen... Shining its brilliance bright. Guiding you homeward. Marking a new epoch in luxury” (About Capella, 2009).
At the same time, Cochin, located in the South-West of India has been growing rapidly over the last years and is situated in the state of Kerala which has been rated one of the top three tourist destinations by the World Travel and
Tourism Council (Vijayan, 2009).
Orient Express Hotel Consulting decided on analyzing the future potential of investing into the Cochin market with the Capella Brand. Reasons behind this strategic decision are the characteristics of both markets which seem to form a symbiotic relationship.
On the one hand, there are Capella Hotels & Resorts which are focusing on the unique customer experience, trying to be at the guest’s side any time desired and opening the market to a new level of luxury and leisure, as mentioned above. On the other hand, Cochin has this appeal of a new rising
“star” in an expanding, beautiful location which does not only attract Indians but also foreigners.
Orient Express sees high potential for the prospective Capella guests to combine business in Cochin with a breathtaking stay at the Capella hotel; therefore merge leisure with work.
It seems as if the region Cochin has been missing out on the opportunity to develop a luxury, individualistic travel market; therefore Capella should take on the chance to enter the market first and build up brand loyalty. With the increase of business importance in India, Capella will represent the perfect Indian high society life style and therefore target several distinctive international markets.
Capella Hotels and Resorts were founded by Horst Schulze, the formerly
President of The Ritz-Carlton Hotel Company, in 2007 and have been developed by West Paces Hotel Group which is known as a luxury hotel management company.
Capella Hotels and Resorts project themselves as an ultra luxury brand which is reinforced by its name meaning “double-star”. Capella hotels and resorts aim to target a new niche of the ultra rich travelers (New Hotel Name , 2005).

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Capella Hotels and Resorts thus differentiate themselves from other hotels by introducing a new era in luxury standard; they have created a unique intimacy relationship between hotel and guest through various offered services such as weddings, conferences, spa, etc. It is not only the high quality standards of services being offered that are unique, but also the special design and style of the hotels themselves which are outstanding. Capella Hotels and Resorts operate each outlet in the hotels in luxury hospitality in the best ambience with their aim to deliver perfection. The guests are informed that they will be treated without rivalry and without fail which is an offer no other hotels seems to be taken into consideration. Fact at a Glance (2008) describes them as follows:
“Capella promises the unique benefits of the finest boutique hotels, including superb architecture and interior design, privacy, individualized service and attention to detail
– combined with the amenities and activities of the world’s great luxury hotels and reso rts”
(p.1).
Capella Hotels and Resorts introduced its first property in Schloss Velden,
Austria in May 2007. Shortly after, the hotel was recognized by Condé Nast
Traveler as one of the hotels in the ‘Hot List’ Awards (Best New Hotel Brand,
2008). Within only two years, Capella Hotels and Resorts have expanded to other five prime locations all over the world which are in Germany, Colorado,
Singapore and two properties in Mexico.
After the great feedback from guests and international media, Capella
Hotels and Resorts are confident to continue expanding their brand. They expect to launch more projects and development in 2010 and 2011 such Capella Riviera
Maya in Mexico, Capella Castletownbere in Ireland and Capella Niseko in Japan
(About Capella, 2009).
In addition, Capella Hotels and Resorts have seen Asia as their bright market as the latest announcement about their newest development in Bangkok which is projected to be launched in 2013 has been confirmed last month August
2009 (Capella Announces Bangkok Hotel For 2013, 2009). This newest project will also include 350 well-appointed Capella Residences houses.
All in all, Capella Hotels and Resorts are continuing to grow since their uniqueness and its professional operation have created such a great competitive advantage over other hotels and resorts.
www.wttc.org – The World Travel and Tourism Council www.tourism.gov.in – Official India tourism research website

www.businessweek.com – Business news, stock market and financial advise www.indianembassy.com
– Indian Embassy www.buyusa.gov – US Commercial service
3
The PEST analysis is done as to look at the market of India from the macro perspective and to identify the factors affecting the Indian market and thus the Capella hotels operations over there. Through the analysis, it is hoped that better understanding of the market will be obtained and to realize the mutual characteristics of the Indian market and the Capella hotel so as to come up with the strategies for the hotel while targeting this market and to determine realistic goals.

Political Factors
Being the biggest democracy in the world, India holds a federal republic government, and enjoys a stable political situation (PEST analysis, 2008).
Throughout most of the democratic history of India, its federal government has been controlled by the Indian National Congress (INC) and several national parties and some other regional parties dominated the state politics (PEST analysis, 2008). Currently, India has been buying massive amount of military hardware and equipment and signing defense contract to increase its defense forces. Having the offset policy issued, it helps India to reduce the capital outflows not just as commercial propositions (India: New Policy, 2008). With the new policies issued, minimizing capital outflows is put forward to further increase the offsets received so as to attract business investments in India (India: New
Policy, 2008).
 Economic Factors
India has been undergoing tremendous development throughout these years. Its GDP in terms of purchasing power parity has come to the third place behind U.S. and China (PEST analysis, 2008). In 2007, the GDP real growth rate was 8.7% and achieves $16 billion from foreign direct investment compare with
$5.5 billion the year before. With such a economic growth happening, India’s per capita income is also boosted, with the forecast of reaching $1000 by the end of

4
2008, which increases the buying power in case of local Indian consumers
(PEST analysis, 2008). The only problem for India right now is how to reduce the widespread poverty among the population, because of the serious rich and poor difference in the society of India (PEST analysis, 2008).
 Social Factors
India is the second most populous nation in the world with an approximate population of over 1.1billion people, just after China (PEST analysis, 2008).
Among the population mix, India possesses a high level of work force as the population is mainly made up of people aged from 15-64, with a comparatively low percentage in elderly and children. With a wide range of cultural mix exist in
India, 18 languages are recognized as official, with Hindi most widely spoken and various religion and castes are major determinants for distinguishing organizations in India (PEST analysis, 2008).
 Technology Factors
The Indian software industry was the best performer among all Indian industry as against worldwide competition, achieving $5.7 billion in 2000 (Indian, n.d.). It is found out that the Software and Services sector contribute over 7.5% of the overall GDP growth in India and exports in IT will reach 35% of India’s total export, and is forecasted to provide a potential for 2.2 million jobs in IT by 2008
(Indian, n.d.). The Government of India thus promotes IT towards its full potential within domestic market. Departments were set up to analyze the growth in this sector and giving funds to boost the development of IT in India (Indian, n.d.). With the 2 nd largest English-speaking scientific professionals and over 4 million technical workers in India, and while the government is still trying to training more experts in this area, there is still a big room for the improvement of its technology
(Indian, n.d.).
A SWOT analysis of the hotel itself is also conducted for the company to understand its strengths, weakness, opportunity and threat in order to figure out the key factors affecting its success and hindering its development both internally and externally. Hence, focusing on these factors and tries to develop and improve for the better advantage of the company and the hotel itself.

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Strengths Weaknesses
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Facilities: the property would be newly decorated and well equipped to satisfy customers’ needs.
History: founded by the former Ritz
Carlton President, experienced with providing quality service.
Location: will be of good natural environment and gorgeous view.
Service type: focus on the unique and luxurious customer experience; aiming at introducing a new kind of luxury.
Opportunities



Supply: limited number of guestrooms, hotel cannot supply or overcome lots of arrivals.
Labour: lack of skilled labour, trainings required for achieving common understanding towards the hotel’s aim.
Brand Loyalty: as the hotel is new to the market, weak brand loyalty might lead to competitive disadvantage.
Threats
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Spa: hotel is introducing original spa facilities, which could be the new trend in the market.
Competition: only two hotels are considered to be competitors of the hotel, greater chance to be the top in the market.
New trends: able to develop a new style of luxury and individualistic market.
Taxation: tax deduction for hotels in foreign exchange earnings.
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Distribution channels: weaker connection with various channels of distribution comparatively. for promotion
Population size: increase number of population resulting in damage to the nature of the region and result in overcrowding.
Culture: overcome the difficulties in getting along with various cultures.
In order to have a successful business in India, it is necessary to have a thorough research about how to do best in the target market. For India, one way is to find a good guide who has thorough knowledge about the market and the procedures of getting registered with the government. There are actually several entry options to enter the Indian market, like having a joint venture or having a subsidiary relationship with an Indian partner, using liaison, project or branch office (Doing Business, 2001-2009). As the Indian government is seeking for aggressive investment from foreign countries (Entering, 1996-2009), it is attracting investments by having incentives of lower tax offered to hotels with a deduction of 50% on foreign exchange earnings so as to stimulate industrial growth (Tax Rebates, 1996-2009). By doing so, it activates the development activities for hospitality industry with such a tempting incentive and is much easier for companies and hotels to be set up in India with detailed planning, commitment and patience. The only barrier of having successful business within

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India might be the challenge to overcome to multi-cultural potential of the Indian population (Entering, 1996-2009).
As mentioned as the strength above, there are two hotels that are considered to be luxury hotels and thus set to be the competitors of Capella.
However, there are quite a number of other first class hotels and boutique hotels which might influence the market share of the Capella hotel in that region.
These two hotels are The Gateway Hotel Marine Drive (Ernakulam) and the Hotel Taj Malabar, both belongs to the Taj group of hotels. Analysis will be done to these two hotels, identifying their strengths and weaknesses and determine the competitive advantages of Capella hotel.
The Taj groups of hotels are generally known as the Indian Hotels
Company Limited (IHCL) and its subsidiaries (Company, n.d.). The Taj is considered the symbol of hospitality in India, and the company is recognized as one of the biggest and finest hotel company in Asia (Company, n.d.). Having more than 60 hotels across India alone, the IHCL segmented their markets into luxury, premium and mid-market and their aim is to provide the luxury service with India Hospitality in different places with modern and business facilities
(Company, n.d.).
The Hotel Taj Malabar, Cochin
Located at the side of the Cochin harbour, the Hotel Malabar possesses a gorgeous view of the seaside and is a combination of luxury and leisure hotel
(Taj Malabar, n.d.). Mixed with the atmosphere of ancient and modern era of various cultures, the hotel provides rooms and suites with a style of finest decoration and elegance. Also, the hotel is well equipped with both leisure and business facilities to suit the convenience of guests, with amenities such as spa and various recreational activities (Taj Malabar, n.d.). With only a room number of 96 rooms, the website and fact sheet of the hotel, it is considered that the Taj
Malabar is targeting at the leisure and luxury market slightly heavier than the business sector while trying to provide a better service quality (Fact Sheet, n.d.).
The Gateway Hotel Marine Drive (Ernakulam)
Situated in Ernakulam, which is the mainland of Cochin, the hotel is well connected with road, railways and air (The Gateway, n.d.). With the unique transportation of ferry service to different parts of the region, it facilitates the convenience of guests to travel around the region during their stay in the hotel.

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Having modern and high-tech amenities equipped in the hotel, and the advanced event and conference facilities and space for both business and leisure available, the hotel is trying to deliver a stylish and quality service to its guests and ensure a high standard experience (The Gateway, n.d.). From the observation of this hotel through its webpage, there are considerably less facilities and activities provided, with the spa facility currently under renovation, it is said that The
Gateway Hotel Marine Drive Ernakulam is targeting more on the business side rather than the leisure sector, following weaker support to satisfy its leisure and luxury market.
Having the two hotels analyzed, it will be much easier for the Capella hotel to identify the strengths and weaknesses for both the hotel itself and its competitive set. Hence, it provides a better idea on strategies in targeting market segment and creating its own competitive point.
The following information presents the research of the market segmentation of Indian tourism in 2006, which will be used as a tool to analyze the best markets the hotel has to concentrate on and target to to ensure the correct application of the marketing strategies for future business.
Adapted from World Travel and Tourism Council.
(2009) . Retrieved August 31,
2009 from http://www.wttc.org/bin/pdf/original_pdf_file/indiatsa.pdf
From the graph above, it is viewable that personal purposes for travelling to India have a higher percentage in the whole Indian hospitality and tourism industry (WTTC, 2006).

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Adapted from India Tourism Research.
(2008) . Retrieved August 31, 2009 from http://tourism.gov.in/statistics/ITS2006.pdf
The second graph shows the occupancy rate in 2005 and 2006 with the occupancy rate of 5* deluxe is standing highest at 87.5%; the occupancy rate of domestic tourists is higher in 4* hotels, while foreign tourists have higher occupancy rates in 5* hotels. According to the statistics from the Indian government in 2006, 57.1% travelers are male within 6.7% tourists were not reported; moreover, the first three foreign countries who contribute to India ’s inbound tourism are U.K, USA and Canada, which occupied 16.5%, 15.7% and
4.0% respectively; the domestic travelers are mostly travelling for social, religious and other reasons(India Tourism Research, 2008).
Based on the research showed above, the selection of target markets will be built up by the combination of demographic, geographic and purposes for travelling considerations. The reasons for choosing the following target markets are to satisfy and exceed customer
’s perceptions better through developing all of the suitable marketing strategies for customers.
 Demographic
The Baby Boomers and Generation X would have more interests of staying at “Capella Vision Hotel” demographically. The Baby Boomers are born between 1945 and 1965 (Evans, M., Jamal, A., & Foxall, G., 2006), have a strong purchasing power and are less price sensitive. Nowadays, these people are mostly at the top management positions in organizations and corporations and have more flexible time than other generations (Business Week, 2005). They tend to stay in the higher categorized hotels and they prefer choosing the same brand hotels all over the world due to the membership cards, company contracts and personal beliefs. Furthermore, the Baby Boomer segment is evolving to become the most lucrative branding even during the recessionary times, which is

9 good to have long relationship with and allow a strong support. One of the most important factors for them to choose a hotel is the value when the products they are purchasing exceed their own expectations.
However, Generation X, from 1966 to 1976 (Coupland, 1991), are more looking for the products which can show their own individuality as they are more independent and skeptical. These people are now in their 30s and 40s, they are more easily to be attracted by new products, new perception and new experiences; moreover, they are right now working at the middle management positions who still spend lots of time for business trips. Compared to the Baby
Boomers, they are still a big potential market to start targeting now because they will be the Baby Boomers in the future, so they can stay in luxury hotels within their two “generations”.
 Geographic
As India took 74.06% market share of total South Asia demand and 0.83% of total world demand (WTTC, 2006), both the experienced rich inbound and domestic tourists will be target. Having the high market share in the South Asia region, India is well-known to the non-Asian countries already, so it would be continuous and easily for them to attract more visitors who are eager to experience Asian cultures and making business in Asian countries due to the lower costs. Moreover, standing at a good location in the coastal city of Cochin with good transportation both for air and sea, the hotel can also attract those domestic travelers.
 Purpose
As the graph shown above indicated that more people are traveling with their personal reasons, but as a multi-cultural, multi-lingual and multi-religion state, India is now getting more and more attentions from international business
(Business Week, 2005). Therefore, targeting to people travelling for business will be the main category, which there is a big space left for the development. These people can have a long relationship with hotel based on the company contracts, and the frequency of their travelling to India is higher since there are more and more international business or partnerships built, more and more opportunities will also be provided for them to make business trips to India.
It is very important to recognize the connection between the company’s overall objectives and the region when implementing the marketing strategy.
Having analyzed the economic situation in India, there are definite signs of growth and economic improvement (Benammar, 2008) . Many international companies are outsourcing their services and labor requirements to India, due to

10 the low cost of labor combined with a highly intelligent and efficient workforce
(Marsh, 2007) . However, our target markets are not the newly economicly empowered workforce, as their spending power is still too low for the brand. The brand will mainly serve the North American and European executives, as well as the wealthiest of the Indians. It is also important to remember that this hotel will be purely for business users, due to its location. The leisure market in India is not yet developed enough for us to attract the level of customer we are targeting.
Cochin itself is located on the southern tip of the Indian peninsula. It has a very diverse and interesting history as it has been colonized by various colonial powers, including the Chinese, Portuguese, Dutch and British. Each of which left their mark on the city in different ways, many of which are still visible today.
Nowadays Cochin is very modern, with a mixture of industries, including everything from heavy machinery to financial trading on the local stock exchange.
The rapid advance in industrial development is also benefiting the tourism sector, which is presently booming, adding to the overall prosperity of Cochin ( Vijayan,
2009).
Capella hotels are unique in both their design and level of service, which goes beyond even the best of 5 star hotels (Higgins, 2008). With only ten hotels worldwide, Capella can focus on their concept of exceptional luxury offered to discerning clients on an individual basis. All the traditional 5 star amenities are available, however, each guest is treated as an individual. Having a maximum of
100 rooms per hotel, an emphasis is placed on the levels of privacy, service and intimacy (Foster, 2009). The customer is the linchpin in this operation, with all the services revolving around him and his wishes (Medina, 2009).
When deciding on the marketing and promotional strategies, all of the above factors need to be remembered. A definite plan must be created so that the company’s objectives and product promotion are aligned with each other and in synergy with the property’s location. Consequently, the marketing strategy for the “Capella Vision Hotel” at Cochin is to attract the wealthiest sectors of the national and international markets. The focus is on the wealthiest segment of the market in India, because Capella wants to attract new clientele from India as well as marketing this property to its established customer database.
As mentioned previously, being a “one of a kind” brand, the differentiation strategy will be applied (Morrison, 2007). There will be an emphasis on the special features of the hotel combined with an unsurpassed level of service.
Although this will come at a high cost to the guests, the targeted clients are

11 accustomed to having no desire left unfulfilled and are prepared to pay for this privilege. Therefore although the market is small, it is highly profitable thanks to the outstanding reputation of Capella hotels.
The objectives of this marketing campaign are the following:

Launch the product by the end of 2010
 Be the preferred place to stay for the high-end market o Achieve the top 2% of business travelers in Cochin within three years of opening. o Create customer relationships through building a detailed customer database
 To measure the customer awareness and satisfaction, together with employee performance
 Benchmark the property’s success against Capella’s other hotels.
Through these objectives the managers will be able to measure the success of the marketing campaign. Since the target market is made up of baby boomers and generation X, with an average income of US$ 300,000 we believe more sophisticated promotional methods should be applied.
There will be a strong relationship with travel agencies throughout the promotional stages of the campaign. Mr. Schulze believes strongly in this type of collaboration with travel professionals since they are the only ones capable of tailoring the product and providing correct information about the property
(Medina, 2009). Due to the nature of the hotels, the only way to obtain reliable information is by approaching th e travel agents. Furthermore, it is in the agents’ interests to promote the hotel as they receive a minimum 10% commission on all sales. It is also important to mention that not every travel agency will have experience of Capella hotels, and it would be beneficial for us to limit our promotions to those agencies that deal in the high-end market, such as Virtuoso or Abercrombie and Kent.
The new property will also be promoted in specific interest magazines having reader demographics closely matching our target clientele. Examples of which may be golfing, yachting, luxury car and luxury travel magazines, as well as interior design magazines catering for the high-end market. Also the campaign can be used in newspapers such as the Wall Street Journal, Financial Times and
International Herald Tribune.
Printed brochures can be distributed at leading private golf courses, yacht clubs and exclusive members clubs throughout the world.

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The current customer database will also be used effectively in the promotional process. The members will receive both printed and emailed
“invitations” promoting the property and drawing their attention based upon their emotional connection with Capella hotels. In order to expand the potential luxury market the existing customers will be able to easily share the email with a limited number of friends, akin to the early days of Gmail, increasing the popularity due to the exclusivity of the offer.
Furthermore, the leading businesses within Cochin and India itself, should also receive promotional material. The hotel could certainly be used, at a later stage, to host high-end conferences of top international executives when the hotel has developed a relationship with a local conference center to outsource any kind of conferences or banquets for the hotel.
Perhaps the most important form of advertising will come in the shape of word of mouth advertisement from present and past guests. Not only is this inexpensive, but also the personal recommendations carry a greater influence on the customer’s associates.
Target market
Baby Boomers
Generation X
Local companies
General
Activity
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Publishing A5 size article + pictures in high-end market interest magazines ( “AARP My Magazine”, “Condé Nast Traveller”)

Publishing advertisement, A5 size, in business newspapers
(“International Herald Tribune”, “The Economic Times”)
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Publishing A5 size article + pictures in high-end market interest magazines (“Sports Car Digest”, “Golf Digest”)

Publishing advertisement, A5 size, business newspapers
(“Financial Times”, “Business Standard”)
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Article on www.hello-cochin.com

Opening Day October 10 th 2010

Hotel brochures, designed separately for Business & Personal travelers
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Usage of Capella customer database to send out emails with

13 article about the opening
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Advertisement on www.linkedIn.com
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Capella Hotels & Resorts website – link to the hotel

Overall development of diverse& outstanding loyalty program for the Capella company
Activity Time Responsibility
Magazine articles Quarterly from January 2010 onwards
Marketing Manager

Write articles
Marketing Manager Newspaper advertisement FT: yearly mid of April
IHT: yearly mid of August
ET:semi-annually mid of May &
November
BS: semi-annually mid of January
& July
Opening announcement + Hotel layout: November 2009
Capella Website Capella Hotels &
Resorts
Emails to current customers Monthly starting December 2009 Assistant
Hotel brochures

At each Capella Hotel

Golf clubs

Tourism offices

Travel agencies
Print: May 2010
Distribution: July 2010
Assistant & Trainee www.hello-cochin.com
Advertisement on linkedIn
Loyalty Program
Opening Day
January 2010
March 2010 - March 2011
ASAP
10 th October 2010
Assistant
Marketing Manager
Capella Hotels &
Resorts
Marketing Manager,
Assistants, Trainee
In addition to the above mentioned activities, Capella Vision should also focus on its viral marketing and word-of-mouth promotions. A continous check of webpages as www.tripadvisor.com after the launch of the hotel is necessary to be able to satisfy clients on the desired level. Since the usage of web 2.0 has been increasing over the last few years, it is crucial for Capella Vision to not oversleep this trend and may also think of using Facebook or GoogleStreetView to market their property.
Furthermore, the Opening Day is planned to be a big spectacle for the local residences but focusing also on establishing contact with businesses in the
Cochin area. It is planned that the first ten people booking rooms during the

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Opening Day will receive one free night including full spa treatments and breakfast.
Due to the fact that Capella Hotels & Resorts are entering a new market, a non-sophisticated approach towards the marketing budget is taken.

1
A new world economy: The balance of power will shift to the East as China and
India evolve.(2005). Business Week.
Retrieved September 13, 2009, from http://www.businessweek.com/magazine/content/05_34/b3948401.htm
About Capella. (2009). Capella Hotels & Resorts. Retrieved August 25, 2009 from http://www.capellahotels.com/about-capella.php
Benammar, E. (2008, Apr 1). One man brand . Retrieved September 10, 2009, from Hotel Managment Network: http://www.hotelmanagementnetwork.com/features/feature1752/
Best New Hotel Brand?
(2008). Retrieved August 25, 2009, from http://www.westpaceshotels.com/docs/capella-awards-5-1-08%20_2_.pdf
Capella Announces Bangkok Hotel For 2013.
(2009). Retrieved August 28, 2009, from http://www.hotelsmag.com/article/CA6675919.html
Company Information (n.d.). Taj Hotels Resorts and Palaces . Retrieved
September 7, 2009 from http://www.tajhotels.com/AboutTaj/CompanyInformation/default.htm
Doing Business in India (2001-2009). U.S. Commercial Service India . Retrieved
September 9, 2009 from http://www.buyusa.gov/india/en/motm.html#_section7
Entering Market Finally (1996-2009). Investment in India . Retrieved September 9,
2009 from http://finance.indiamart.com/investment_in_india/invest_in_india_c.html
Evans, M., Jamal, A., & Foxall, G. (2006). Consumer Behaviour. Chichester,
England: John Wiley & Sons, Ltd.
Fact at a Glance . (2008). Capella Hotels and Resorts. Retrieved August 28,
2009, from http://www.capellahotels.com/press.php
Fact Sheet, Taj Malabar Cochin (n.d.) Taj Hotels Resorts and Palaces . Retrieved
September 7, 2009 from http://www.tajhotels.com/common_pdf/Taj-
Malabar-COCHIN.pdf
Foster, N. (2006, Apr 26). Millenia Hotel Private Limited Appoints Capella Hotels
& Resorts, to Jointly Create and Operate the Capella Singapore; the

Project, on the Island of Sentosa, Expected to Cost $250 million.
Retrieved
September 10, 2009, from http://209.85.135.132/search?q=cache:6pVDcOzxuwoJ:www.skyscrapercity
.com/showthread.php%3Ft%3D409090+capella+hotel%27s+strategy&cd=4
&hl=en&ct=clnk&gl=ch&client=firefox-a
Higgins, S. (2008, Aug 25). Schulze builds next-gen luxury brand . Retrieved
September 10, 2009, from Hotel News Now: http://www.hotelnewsnow.com/articles.aspx?ArticleId=79
Indian Information Techonology Industry (n.d.) Embassy of India . Retrieved
September 1, 2009 from http://www.indianembassy.org/indiainfo/india_it.htm
2
India: New Policy on Defense Contract Offset (2008). Political Affairs Magazine.
Retrieved August 31, 2009 from http://www.politicalaffairs.net/article/articleview/6539/1/317/
Love those
Boomers: Their new attitudes and lifestyles are a marketer’s dream.
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