Marketing Review - Spring 2008 - (Page 15)

McCain, $138,230. The site was launched to coincide with Super Tuesday, the multi-primary day when there was so much media attention on the election. Says Steve Ekdahl, director of marketing, “We felt the time was right because so much of the coverage was dry and we thought the media would pick it up.” THE RESULTS: In the two weeks after the launch, media coverage produced an astounding 85 million impressions. including extensive coverage in major national publications. Typically, the Fox News Network covered the story at length and even got comments on it from then candidate Mike Huckabee and his top supporter, actor Chuck Norris. Media coverage continues and the chain plans on a follow-up burst of publicity when the election comes down to two candidates. The cost of the entire campaign was less than $100,000 and, says Ekdahl, “It conveyed our core message of staying smart to a huge audience.” Here’s a case study of a hotel that actually named itself so as to appeal to one of the crucial market segments it is seeking to attract. Red Lion River Inn, Spokane, WA THE COMPANY: Iron Horse Hotel, a bou- tique hotel in Milwaukee, scheduled to open this summer. THE SITUATION: Tim Dixon, a real estate developer, had purchased an old warehouse in an industrial area of the city and was deciding how to maximize its use. Right at that time, Harley-Davidson Motorcycles announced it was going to open a Harley-Davidson Museum a block away from the warehouse. THE SOLUTION: Dixon, with a hotel management company, decided to convert the warehouse into a hotel and position it as both a boutique hotel for business travelers and a motorcycle hotel—thus the name. Says Dixon, “Our research showed those two markets—boutique hotel lovers and bikers—were the same customer with similar demographics as far as age, income, and education.” Dixon said that pre-opening marketing for the hotel focuses on the amenities and services of a luxury boutique hotel “while subtly targeting the motorcycle enthusiast.” He adds, “For our business plan to work we have to emphasize the luxury boutique aspect. However, there are 20 milSPRING 2008 • HSMAI MARKETING REVIEW lion motorcycle enthusiasts and many of them are business people who on the weekend put on their leathers and go for a ride.” The Iron Horse will be appealing to bikers through marketing as well as facilities, like long-term storage space for motorcycles. THE RESULTS: Months before opening, the Iron Horse Hotel enjoyed coverage in The New York Times, Milwaukee Journal- Sentinel and many hotel trade publications. Says Dixon, “The marketing to bikers will be a winner because it adds a layer to our appeal—like a beach does for a resort hotel.” Another hotel operator decided to name an entire day as a marketing tactic—and stumbled into a bit of luck when few others took advantage of that special day. THE COMPANY: Red Lion Hotels, a medi- um-sized chain of first-class hotels. THE SITUATION: Red Lion had undergone a major repositioning three years ago— changing its corporate name and unveiling a new brand promise, “Stay Comfortable,” after a number of brand enhancements that included new bedding and remodeled bathrooms. The chain wanted to complete the shift by relaunching its loyalty program as the Red Lion R&R Club to reflect the brand’s new positioning as comfort-based. According to Namrata Patel, director of marketing for Red Lion, “In this world of complicated travel and hotel loyalty programs, Red Lion R&R Club renews our commitment to the brand with a program that is simpler to use; our goal is to offer a comfortable program in a complex space.” THE SOLUTION: According to Namrata Patel, director of marketing for Red Lion, “We realized that we would be in a Leap Year and the loyalty program has a bit of a tongue-in-cheek element to it. We thought of the concept, ‘You get an extra day—why not spend it being comfortable?’ After deciding to christen February 29 as National Stay Comfortable Day, says Patel, “we decided to make the most of it—with prizes being given away every 29 minutes and guests getting a 2900-point bonus and 29 percent discount.” There were major events in four big market hotels and smaller events at other properties. Emphasizing the comfort theme, events included chair massages, comfort food, yoga classes, etc. Staff was dressed in robes and slippers. Corporate clients and meeting planners were also invited. THE RESULTS: Patel said she was surprised at how few companies focused on Leap Year Day as a marketing tool so “we got some extra media attention.” After getting coverage on local radio programs and 15

Table of Contents Feed for the Digital Edition of Marketing Review - Spring 2008

HSMAI Marketing Review - Spring 2008 Contents COLUMN: The Online Marketer COLUMN: Success Stories COLUMN: Guest Column Ten Trends Now Shaping the Future of Hospitality Turning the 2008 Consumer Tax Rebates into Hospitality and Travel Sales 25 Extraordinary Minds in Hospitality and Travel Sales and Marketing The Lure of Lore: Connecting with Customers Through a Unique Brand Story A Careful Balancing Act A Meaningful Relationship: How Technology Affects the Connection Between Hospitality Marketers and Meeting Planners SPECIAL SECTION: The 2007 HSMAI Adrian Awards Building Five Star Imagery

Marketing Review - Spring 2008

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