BURJ AL- ARAB HOTEL

UNITED ARAB EMIRATES DEMOGRAPHIC

• Southeast of the Arabian Peninsula in Western Asia on Persian Gulf, bordering Oman, and Saudi Arabia, and Sharing sea borders with Iraq, Kuwait, Bahrain, Qatar and Iran.
• Population: 4,106,427
• Population growth in the United Arab Emirates in among the highest in world
• Official languages: Arabic, but many speaks English, Hindi, Urdu, Benglai

BURJ AL ARAB

• Built in 1994-1999
• At 321 m (1,053 ft), it is the fourth tallest hotel in the world
• The Burj is a Luxury Hotel
• The Burj includes 202 bedroom suites (rates starts at $1,000 to $27,000 U.S Dollars), with 2 restaurants , Conference rooms and Fitness Club.
• 28 double story floors and includes 18 elevators.

DESIGN

• Cost 650 Million U.S Dollars
• Designed: Architect Tom Wright of WS Atkins PLC
• Burj Al-Arab was built to resemble the sail of a dhow, a type of Arabian vessel
• The Burj is built off the Dubai coast on a triangular, man made, island.

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• Burj Al-Arab is brief synopsis of the Hospitality industry in Dubai and briefly introduces the profile of it.
• The company conducts an internal and external analysis with the help of SWOT analysis and Porter’s Five Five Force analysis to examine the current state of the environment and plan against future threats and opportunities.

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• The report identifies the major competitors of Burj Al Arab.
• It uses the information to formulate strategies which would enable the company to maintain their profit levels and enhance their market share in a time of economic crisis.

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• It also designs an implementation plan that would identify the activities to be implemented by the company that achieve their desired strategic objectives.
• The company should avoid offering price discounts or adopt any strategy that would affect the market positioning of company.

According to Kotler and Armstrong (2010, p. 33-35), to design strategies that would enable companies to create profitable relationships with their consumers, these companies may use five main marketing concepts that would represent the organisation’s priorities regarding the interests of the clients, the society, and the organisation itself.

The production, product, selling, marketing, and societal marketing concepts Arguably, the hotel of Burj Al Arab favours the product concept, according to which customers will prefer those products that provide the highest quality, the best performance, and will possess numerous innovative features; and the marketing concept, according to which, to attract consumers, it is needed to find which products they favour, and attract them by offering the right products especially for the target customers.

Therefore, the hotel, with its rich interiors, luxury services, and breathtaking views, was designed so as to best satisfy the tastes of the pickiest customers who, however, are willing to pay tremendous amounts of money in order to have a luxurious stay.

The hotel does not employ the selling concept; despite high-quality advertising, the establishment does not attempt to sell goods or services which are not usually sought by consumers (which is characteristic of the selling concept), instead targeting a particular market interested in its services.

CUSTOMERS

• The customers of Burj Al Arab are the wealthy from all over the world. The hotel strives to satisfy their “wants and needs” by providing luxurious offers such as golden iPads and by supplying service of supreme quality.

SUPPLIERS

• Burj Al Arab works only with the best and most reliable suppliers available. For instance, it orders uniforms for its employees from Blueberries Uniforms, a prominent firm based in Dubai, and it purchases seafood from Matthew Stevens, a famous Cornish fresh fish wholesaler.

SHAREHOLDERS

• Apparently, there is no concrete information about the hotel’s shareholders available to the public, but it is known that the hotel is operated by the Jumeirah Group, an international luxury hotel chain The investors of the hotel are happy with its profits it is unlikely that they put much pressure on the enterprise.

COMPETITORS

• The main competitor of Burj Al Arab in the region is Emirates Palace Hotel other rivals include One & Only Royal Mirage and Jumeirah Zabeel Saray (Dubai). Even though the competition is rather stiff, Burj Al Arab is doing well due to a number of advantages such as the hotel’s location on the artificial island, panoramic suites, and other unique facilities and services.

ANALYSIS OF THE MARKETING MIX OF BURJ AL ARAB

• The marketing mix model is considered one of the top three classical marketing models to analyse the marketing strategy of an organisation . It originally consisted of four Ps – Product, Price, Place, and Promotion, but later three other Ps, namely People, Processes, and Physical evidence, were added. Let us employ the 7Ps tool to analyse Burj Al Arab.

CONCLUSION

• To sum up, it should be stressed that Burj Al Arab has achieved fame, and is today known worldwide; it might be called an easily recognisable symbol of Dubai, as it was originally intended. The enterprise prefers the product and the market concept in its activity, providing high-quality services to the selected group of consumers.

REFERENCES

• https://studycorgi.com/burj-al-arab-hotel-marketing-analysis/
• https://studymoose.com/burj-al-arab-swot-analysis-and-five-force-essay
• https://www.slideserve.com/dillon/burj-al-arab

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