Michigan State University Extension
Tourism Educational Materials - 33419744
06/06/02
MARKETING THE SMALL LODGING BUSINESS
Source: Cornell
Author: Dawson, Chad
ID: Bulletin 212
Year: 1988
The Author
Chad P. Dawson, Ph.D., is a tourism small business team
leader and regional extension specialist for the New York
Sea Grant Extension Program, and is based on the State
University of New York campus at Oswego, NY. The New York
State Sea Grant Extension Program is jointly sponsored and
administered by the State University of New York and
Cornell University, with additional support from the
National Oceanic and Atmospheric Administration of the
United States Department of Commerce.
Contents
Introduction
Situation Analysis
Know Your Customers
Promotional Statement
Analyze Your Competition
Selecting Potential Customers
Setting Marketing Objectives
Marketing Strategies
Product/Service
Price
Place/Location
Communication/Promotion
Marketing Budget
Marketing Program Evaluation
Conclusion
Reference
Introduction
If the American public is exposed to as many as 1,500
commercials and advertisements per day, as claimed, how do
you put your message before the right people, at the right
time, and include only the most appropriate and persuasive
information?
Good marketing is more than colorfully illustrated
brochures or well written newspaper advertisements.
Rather, it is the process of developing a strategy and a
plan of actions to attractively present the lodging
services that you have to offer to interested and
qualified customers.
The lodging marketplace is increasingly competitive and
small lodging businesses frequently do not have the
resources to develop elaborate marketing plans for each
specific type or group of customers. Nonetheless, the
complexity of the lodging industry suggests that those
managers who write up a plan---no matter how informal--
-and use and reevaluate that plan, will fare better than
those who do not make any plan.
Because marketing budgets are often restricted for smaller
lodging businesses, the most effective use of those
limited investments should be as carefully monitored as
all other aspects in managing a successful lodging
business. The main task of a marketing plan is to
determine the needs of a particular type of customer,
develop a lodging business that fulfills those needs,
inform potential customers of your services, and sell
those services at a price that yields a profit for the
business. The central thrust of marketing is customer
orientation, since satisfying the wants and needs of your
selected group of customers is the reason for the
existence of your business.
This publication discusses some basic considerations for
developing a successful marketing plan and for evaluating
the results of your marketing efforts. There is no one
correct way to create a plan; each person will take a
different approach. The following guidelines will help you
as a new or established lodging manager to start a written
plan and keep it updated and relevant to changing customer
wants and needs.
Know Your Customers
Knowing who your existing or potential customers are, what
they want, and other related information is essential to
effective marketing and a later evaluation of the
productivity of your marketing/advertising efforts. You
can conduct your own marketing research by systematically
collecting information on your customers and analyzing the
results. Some of the important characteristics you need to
know about your customers by party booked are listed in
Table 1.
This type of information can be collected on guest
registration cards, from customer surveys, conversations
with customers, special advertising coupons returned,
information request forms from inquiries, and by observing
the customers. Each method of collecting information has
its strengths and weaknesses.
In general, a combination of guest registration cards, or
checkout surveys with a few important questions, and
observations written on the card by the desk manager is
often the most effective and efficient approach. It is not
necessary to survey every guest, since it is more
important to survey on a regular or systematic basis. For
example, every other guest or every tenth guest may be
more realistic for your available time. The survey data
should be organized on a worksheet similar to that in
Table 1, with each column representing a customer or party
(group of customers). A monthly analysis can be quickly
completed by summarizing the information in all the
columns for that month. The results may help you: to
detect changes in the number and type of customers during
a season or from year to year, to determine the
effectiveness of a particular type of advertising, to
better identify existing customers, and to suggest
potential customers with similar needs in the same or
different geographic areas.
Table 1. Guest Survey Form
_______________________________________________
Party #1 #2 #3 #4
1.Where guests are from. _______ _______ _____ ______
2.Dates & length of stay._______ _______ _____ ______
3.Whether first-time or
repeat customers. _______ _______ _____ ______
4.How and when they found
out about your lodging
business (newspaper ad,
brochure at chamber of
commerce, etc.) _______ _______ ______ _____
5.Amount of money spent
by party at your lodging
business. _______ _______ ______ _____
6.Number of people in
party. _______ _______ ______ _____
7.Type of party (senior
citizens on fall foliage
tour, spring trout
anglers, etc. _______ _______ ______ _____
8.Why the party chose your
business for their lodging
accommodations. ______ _______ _______ _____
Promotional Statement
The services you are selling to customers include both
tangible and intangible features. The tangible aspects
include the physical property and facilities at the
lodging business. The intangible aspects, more difficult
to identify but just as important to your guests and their
sense of satisfaction, include the attitude of hospitality
that you and your employees convey to the guests. The mood
and atmosphere at your business, the services and
activities offered, and other benefits that satisfy the
guests' psychological and individual needs for relaxation,
excitement, and sense of safety are examples of intangible
aspects.
Try to view your business as your guests would and make a
written list of the tangible and intangible features of
your lodging business. Then try to identify which of these
features make your business unique or different from other
lodging businesses in your county or region. It may be
your location, the historical value of your lodging
building, the personal or recreational activities
available, the excellent food service, or some other
feature that distinguishes your lodging business. If you
are unable to identify unique features, then you may need
to seek professional help in evaluating your business, or
consider how to create something distinctive about your
business such as excellent service and affordable price.
The unique and distinct aspects of your business provide
you with the information needed to create a promotional
statement for marketing and advertising. A promotional
statement conveys an image that differentiates your
business from the competition in a way that considers the
wants and needs of your potential customers. Some examples
of lodging promotional statements are:
- For the Distinctive Taste in Vacation Resorts.
- Finest Family Lodging on Lake_____________.
- Bed and Breakfast Inn Whose Canal-Era Heritage Has Been
Carefully Preserved.
- Anglers' Paradise
- Perfect Combination of Wilderness and Luxury.
- Welcome to the Only Historic Inn in this Modern City.
- Five Common Family Vacation Complaints and How
the__________Motel Cures Every One.
Several promotional statements may be necessary to project
your lodging business to various types of customers. A
sport fisherman may be attracted to the statement that
"you can almost cast from bed" while a cross-country skier
may come your way if "20 miles of ski trails start at our
back door."
The promotional statement is designed to communicate to
the target market the image the lodging manager wants the
customer to have-and it reflects promises the business can
actually deliver. Whatever you determine your promotional
statement(s) to be, use it (them) consistently in your
marketing efforts.
A successful promotional statement generally has three
important elements: 1) it creates an image for the
customer, 2) it has some emotional appeal to the customer
in promising some benefits beyond basic lodging, and 3) it
differentiates your business from other lodging
businesses.
Analyze Your Competition
Compare your business with your competition to evaluate
your promotional statement and to better understand, who
your competition is and its successes or failures.
Determine your competition's service features (tangible
and intangible), customers (target market), promotional
statement, location, price, and marketing/advertising
approach. Look at their strengths and weaknesses and
compare them with your business. How can you maintain your
competitive strengths and correct those weaknesses that
threaten your competitive position? Remember, not all
lodging businesses are in direct competition., they can
serve different market segments and actually complement
each other by offering a greater variety of services to
the public, giving the community a greater capacity to
accommodate more visitors.
One of the best indicators of relative strength or
weakness in a lodging business is the number of units
rented per week or per month. Knowing how your occupancy
patterns compare with those of other lodging businesses in
your area contributes to the situation analysis and the
marketing planning process. Setting measurable objectives,
budgeting, and evaluating advertising results cannot be
properly completed without occupancy information by weeks
or months.
The percent occupancy is calculated by dividing number of
units rented by the number of units available and
then multiplying by 100. For example, an 18-unit motel
that rented 100 rooms in 7 days would have 79 percent
occupancy for the week:
100 units rented divided by 18 units available X 7 days
X 100 = 79 percent
Calculating occupancy on a weekly or monthly basis will
help you to understand the patterns of use at your
business. Simple graphs of this same information,
especially when compared with local occupancy graphs, may
visually reveal trends or stimulate you to discover some
implications for adjusting your marketing objective or
budget by month or season. The sample data for selected
Thousand Island/St. Lawrence Seaway lodging businesses
(Figure 1) reveal the seasonal influence of spring and
fall sport-fisheries as well as the July-August family
vacation season.
_____________________________________________
Figure 1. Thousand Islands/St. Lawrence Seaway
1986 LODGING OCCUPANCY
Jan: 38%
Feb: 40%
Mar: 45%
Apr: 52%
May: 35%
Jun: 50%
Jul: 78%
Aug: 76%
Sep: 55%
Oct: 45%
Nov: 55%
Dec: 40%
SELECTING POTENTIAL CUSTOMERS
Marketing strategies that attempt to be all things to all
people may, in fact, appeal to very few. A person
interested in a historic bed and breakfast home and a
person seeking a secluded fishing lodge each tend to
respond better to promotions that directly address their
particular needs. Thus, it is necessary that you know who
you are marketing to, their specific needs and wants, and
the appropriate message to communicate to them.
The process of selecting potential customers involves:
1. Categorizing your existing or potential customers into
groups with similar characteristics and needs (market
segments).
2. Evaluating these potential customer groups and choosing
one or more to focus your business on (target markets).
3. Developing a marketing strategy that addresses the
needs of your selected target markets.
Identifying your customers requires that you know your
existing or potential customers and can describe them by
characteristics and needs. For example, customers could be
categorized by:
- Geographic descriptions: local, in-state, out-of-state,
travel distance in miles or hours, etc.
- Social and demographic descriptions: age, family life
stage, sex, income, education, occupation, ethnic
background, etc.
- Behavioral descriptions: recreational equipment
ownership and use (cross-country skis, sailboat, fishing
equipment), concerns or needs for lodging facilities
(size, price, quality, safety, accessibility), lifestyle
characteristics (opinions, interests, activities), etc.
As you identify potential customers, try to estimate the
size of the group to determine if it warrants your
marketing efforts and expenses. Small to modest groups of
customers not being adequately served, or those without
extensive competition from other lodging businesses, may
offer the best potential. Consideration should be given to
your method of communicating with potential customers. Can
you design a marketing or promotional approach that allows
you to address the needs and characteristics of those
customers? Can you inexpensively advertise to those
customers, or will it require a special marketing approach
such as direct mail promotions or special introductory
discount offers?
The customers you select to reach by advertising and
promotional efforts should provide you with your best
opportunity to profitably cultivate them as customers. The
present and future potential of these customers must be
evaluated for your lodging business, along with the
present and future strength of competition for those same
type of customers. Selecting one or more small or
modest-size markets that your business can successfully
serve should reflect an estimate of the cost of promoting
your business to them.
SETTING MARKETING OBJECTIVES
Putting your marketing objectives into written form helps
you to focus on how, what, and when you can realistically
expect your marketing program to succeed. Marketing
objectives provide a basis for selecting promotion and
advertising approaches that address the potential
customers selected, and provide some guidance for spending
your limited marketing funds. Finally, the objectives must
reflect your need for later evaluations and judging the
effectiveness of each promotion and advertising approach
to your potential customers.
Marketing objectives should be stated in measurable and
quantitative terms, and specify a time frame and the
customer market. For example: To increase average weekly
occupancy by 10 percent with urban area anglers who are
trout fishing in April by promoting special introductory
rates in specialized angling newsletters/newspapers. One
or more objectives should be written for each potential
customer group you have selected. Update these objectives
whenever you have completed an evaluation of your
promotion and advertising successes or failures to date.
Marketing Strategies
The marketing strategy is the package of products and
services offered, methods of promotion and advertising,
your location, and how each customer group is communicated
with about your products and services. A marketing
strategy has four components: 1) product/service, 2)
price, 3) place/location, and 4) communication/promotion.
Product/Service
The products and services you make available to satisfy
the wants and needs of your customers will have both
tangible and intangible elements A quality experience to
one family on vacation may be social and history related
activities while another family may prefer outdoor
recreation experiences.
Your decisions on what facilities, services, and products
to provide should be based on your situation analysis and
the wants and needs of your existing and potential
customers. Some consideration should be given to what you
can do best, or want to provide and what the competition
provides. Satisfying the wants and needs of your customers
ultimately is what will keep your lodging business
successful.
Guests who stay at your lodging facility while on
recreation and tourism trips generally experience five
different phases. These distinct phases suggest that your
products and services should be more than just the
facility itself (Table 2).
In providing lodging services, you are doing far more than
renting a bed for a night. The wants and needs of your
target market will suggest the facilities, programs, and
services you need to provide. Cross-country skiers or
snowmobilers may look forward to a hot tub or sauna after
spending a winter's day on the trail; for some
sportfishing markets, an early-morning continental
breakfast may be an important service.
Price
A pricing strategy should consider all of the costs-from
construction and maintenance to marketing-involved in
producing a product or service. Your price or room rate
should be calculated based on these fixed and variable
costs, plus some reasonable return on your investment.
The willingness of customers to pay a certain rate can be
assessed by comparing your rates with the rates of other
lodging businesses of similar quality and characteristics
serving the same type of customers. The availability of
other lodging services (hotels, motels, bed and breakfast
homes, historic inns) and their prices also may offer some
general guidelines to establishing an appropriate price.
Finally, some of the specific features and services
offered at your business will suggest minor adjustments
upward or downward in price. Small increases in a room
rate would be expected for the use of swimming pools, hot
tubs, and saunas, or the provision of complimentary
drinks, food, and meals. Decreases in the room rate would
be expected for businesses with poor locations, shared
bathrooms, and lower quality furnishings.
Special pricing strategies may be needed to allow for
travel agent and reservation service commissions, single
versus multiple room occupancy, off-season specials, and
tour package plans. If you have calculated the price at
which you break even (price equals cost), then you will be
less likely to underprice your products and services.
Place/Location
One of the most important factors in the success of a
lodging business is its location in relationship to the
target markets, to the attractions and activities sought
by the target markets, and to the various methods of
travel (railroads, highways, airports). The location of
your competitors in relationship to your business and
target markets also should be carefully assessed.
Regardless of your business location, accessibility can be
improved through informing your target markets and
customers about travel time and distance, providing maps
and directions, recommending alternate routes, providing
directional road signs, and by suggesting other methods of
travel (by train, bus, car, or airplane).
Table 2. Major Phases of the Tourism Experience and Needed
Products/Services.
Communication/ Promotion
Communication/promotion considerations include any
communication between your lodging business and your
potential customers, such as advertising, promotions, and
public relations. All communications and promotions should
provide your customers with information that is accurate
and important to their decision making regarding your
services, facilities, price, and location. The accuracy
and appropriateness of your presentations should be
carefully examined-from your claims for customer benefits
to the photos in your advertisements and brochures. The
image you project should persuade your potential customers
to use your accommodations, but without making claims that
are misleading or inappropriate. A flashing neon business
sign in front of a rural, historic bed and breakfast inn,
or wilderness resort may send the wrong signal to your
intended target market. Similarly, low-quality signs,
advertisements, and brochures may suggest low-quality
accommodations to your potential customers. In 1987,
Cornell Cooperative Extension researchers surveyed more
than 339 bed and breakfast business operators who reported
that the most effective form of promotion and advertising
was the descriptive brochure (Table 3). Effective
advertising and sales promotion campaigns depend on your
knowing when your potential customers make decisions to
travel, who in the party decides (husband, wife), and
where they obtain information about lodging businesses in
your geographic area. The actual media or techniques you
use for advertising and promotion depend on your
customers, marketing objectives, and marketing budget.
Some of the methods you may consider for contacting new
prospects and expanding existing customer markets are:
- Brochures for your business (or cooperative brochures
with local or regional travel and tourism organizations).
- Roadside signs for outdoor ads and directional signs.
____________________________________________________
Table 3. Most Effective Forms of Promotional Advertising;
According to B&B Operators.
Percent of B&Bs
Form of Promotion Not Not Fairly Highly
/Advertising Used Effect. Effect. Effect. Total
Brochures 25 4 35 36 100
B&B Guidebooks 49 4 24 23 100
Newspapers 54 11 26 9 100
Reservation Service 64 11 17 8 100
Organization
Direct Mail 69 5 15 11 100
Magazines 72 8 12 8 100
Radio 92 4 3 1 100
Television 96 2 1 1 100
___________________________________________________
- Newspaper and magazine advertisements.
- Radio and television advertisements.
- Recreation and tourism directories or guidebooks and
trade shows.
- Telephone directory yellow pages.
- Reservation service organizations.
- Package tour or travel plans.
- Package tour or travel plans.
- Posters/business cards.
- Direct mailing of brochures and letters of invitation.
Some of the techniques that promote return business and
word-of-mouth advertising include:
- Direct mailings of newsletters, postcards, calendars,
brochures, and special offers to existing customers.
- Complimentary photographs of your customers at your
business (catching fish, swimming, cross-country
skiing).
- Complimentary gifts or promotional novelty items (maps,
key chains, wallet-sized calendars, postcards, book
matches).
- Special promotional packages.
Catching the public's attention through some
publicity-generating events can add to the positive
impacts of your paid advertising campaign. Successful
publicity approaches include knowing how to conduct
successful interviews, how to write informative news
releases, and having a working relationship with local
newspaper, radio, and television reporters. For example,
the opening of your lodging business, the addition of a
major new facility, or your hosting a group of travel
writers could be a newsworthy event for the local
newspapers. However creative you are in generating
publicity via special events, the main factor in its
success is your overall effort in good public relations.
Any public relations activities should relate to your paid
advertising and sales promotion strategies to be most
effective. Imaginative and responsible public relations
activities will help to establish your reputation with
your employees and in the community. The human relations
you have with your employees, potential and existing
customers, the press, public officials, other lodging
owners/ managers, and the local community will be directly
or indirectly reflected in positive or negative
word-of-mouth advertising about your lodging business.
Courteous and friendly customer and employee relations are
essential ingredients in maintaining the sense of
satisfaction experienced by customers. Good hospitality
skills by the owner, manager, and employees of a lodging
business is the best type of personal selling by owners
and staff. They also may appropriately suggest to guests
the other services and facilities available to them at or
through your lodging business.
Marketing Budget
The cost of implementing a marketing plan should be
reflected in your price so that adequate funds are
available to reach your marketing objectives. The
marketing budget may range from 5 to 10 percent of gross
room revenues. Smaller properties, those just opening, and
properties seeking new customers may spend more than 10
percent of gross room revenues due to rural locations, a
lower number of transient customers, the need to develop
new customers, or to increase their share of a market. Too
often the money available for promotion and advertising
activities is the year-end remainder after other bills are
paid. A more realistic viewpoint suggests that promotion
and advertising expenses are in fact investments that will
generate additional revenues, as defined by your marketing
objectives. Don't under invest in your future business.
The 1987 Cornell Cooperative Extension research report on
bed and breakfast businesses noted that the 1986 average
expenditure for promotion and advertising was $1,230.
Sixty-three percent of all bed and breakfasts spent $500
or less (Table 4).
________________________________________
Table 4. 1986 B&B Promotion/Advertising Expenditures for
Firms in Operation 1986
Amount Spent Percent B&Bs
$ 1-100 16
101-200 20
201-300 11
301-400 10
401-500 6
501-1000 19
1001-2000 11
2001-3000 2
Over $3000 5
Total 100
________________________________________
Table 5. Annual Marketing Budget.
Amount Amount
Expenditure Items Budgeted Spent
Direct Mailing:
Brochures _______ ________
Postage/Printing _______ ________
Paid Advertising:
Newspapers _______ ________
Magazines _______ ________
Radio/TV _______ ________
Telephone Directory_______ ________
Yellow Pages
Tourism Directories
and Guidebooks _______ ________
Reservation Service
Organizations/Associations:
Dues/Fees _______ ________
Commissions _______ ________
Promotional Techniques:
Complimentary Gifts _______ ________
Promotional/Novelty
Items _______ ________
Promotional/Package
Tours and Plans _______ ________
Other _______ ________
Totals _______ ________
_____________________________________________
The marketing budget is an annual financial plan for
investing in your objectives and activities. A marketing
budget should list all of the expenses for each planned
marketing/advertising activity (Table 5).
The implementation of your marketing plan requires a very
specific list of tasks and deadlines for accomplishment. A
full 12-month schedule of activities, tasks, and budget
allocation will help ensure a successful implementation of
the marketing plan. A regular evaluation process will help
determine if the plan needs to be altered on a
month-to-month or annual basis.
Marketing Program Evaluation
The evaluation phase of the marketing plan seeks to
monitor the results of your marketing efforts and compare
those results with the expectations outlined in your
marketing objectives. The emphasis here is on the
financial returns to your direct marketing/ advertising
expenditures. Nonfinancial evaluations of guest surveys
can reveal the sources of information used by your new and
repeat customers (Table 6). This analysis gives you some
measure of the effectiveness of your marketing techniques.
Many of the advertising and sales promotion activities can
be directly monitored via guest surveys to determine
sources of information and revenues generated. Comparisons
between the actual marketing expenditures and revenues
generated become the focus of the analysis. A simple
system to evaluate each advertising and sales promotion
activity is listed at right (Evaluation calculations).
After completing these calculations for each advertising
and sales promotion activity (e.g., brochures, telephone
directory, direct mail, newspaper ads), compare the C.B.
and R.I. between each activity to determine which provided
the best ratio of bookings and highest return on
investment. Remember that an average annual R0I of $10 is
related to marketing expenditures that are an average of
10 percent of the total annual gross room revenues (that
is, for every $1 spent on advertising, $10 came in as room
rentals).
The CPB and R0I data, plus weekly/ monthly occupancy
rates, will generally be the measurable items that can be
used to determine if the objectives were achieved.
Comparisons between the successes or failures of each
advertising and sales promotion activity (for example, see
Table 7) will help you analyze if your overall marketing
plan, or only a few selected activities, need to be
modified for better overall performance.
Evaluation calculations Example
1. Determine from budget and Newspaper ads
other accounting records the $400
cost of each specific
advertising or sales promotion
activity.
2. Use the guest survey data to 100 parties
estimate the number of bookings Booked
resulting from each specific
advertising or sales promotion
activity.
3. Use the guest survey data to Parties booked
estimate the lodging business Due to newspaper
revenues generated from the ads paid $4000.
booked due to each specific in room rentals
promotion activity.
4. Divide item 1 by item 2 $400 = $4.00 CPB
above to calculate the average ____
cost per party booked (CPB). 100
5. Divide item 3 by item 1 above $4000 = $10. R.I.
to calculate the average _____
return on the marketing $400
investment (ROI).
__________________________________
Table 6. Information Sources for Customer Parties Staying
at 10 Surveyed Bed and Breakfast Businesses in Central New
York, April 1986-October 1987.
___________________________________________________
Type of Party Total
Information Source New Repeat Parties
Unknown 19% 13% 18%
Family/Friends/Word of 18% 18% 18%
Mouth
Local Business/Local 14% 7% 12%
Referral
Newspaper Ads 11% 0 9%
Local College 7% 18% 9%
Saw Sign, Dropped In 6% 16% 8%
Reservation Services
Organization/Association 7% 4% 7%
Chamber of Commerce/Tourism
Promotion Agency 4% 16% 6%
B&B Guidebooks 5% 4% 5%
Other Lodging or B&B
Businesses 4% 0% 4%
Brochure 2% 2% 2%
Telephone Book 1% 0% 1%
Other 2% 2% 2%
___ ____ ___
Totals: 100% 100% 100%
Number of Parties Booked 252 45 297
________________________________________________
Table 7. Illustrative Example of Advertising Return on
Investment (ROI) for Selected Media Used by One Small
Lodging Business (data are hypothetical).
_____________________________________________________
Advertising Medium
Local Tourism Telephone Book
Year Guidebook Brochures Yellow Pages
1983 $ 6.60 $16.75 $12.50
1984 8.30 14.00 11.20
1985 10.00 12.05 13.00
1986 9.95 13.90 14.33
1987 8.95 13.40 15.40
____________________________________________________
Conclusion
The main task of a lodging manager is to determine the
needs of a particular customer group or target market,
develop a lodging business that provides for those needs,
inform the potential customers of your services, and sell
those services at a price that produces a profit for the
business. The central concept of marketing is to maintain
a customer orientation, since satisfying the wants and
needs of your selected potential customers is the reason
for the existence of your business. Writing out your
marketing plan and evaluating it over time will provide
management insights to guide your business in the
competitive lodging industry.
References
Bellman, G. and L. Simonson (eds.) 1985. Managing Small
Resorts for Profit. Agricultural Extension Service,
University of Minnesota, St. Paul.
Blomstrom, R. L. (ed.) 1983. Strategic Marketing Planning
in the Hospitality Industry. The Educational Institute
of the American Hotel & Motel Assoc. East Lansing, MI.
322 pp.
Dawson, C. P, and T. L. Brown. 1987. A Summary of the 1987
Bed & Breakfast Lodging Industry in New York State.
Cornell Cooperative Extension, New York Sea Grant
Extension Program. 4 pp.
Mahoney, E. M. and G. R. Warnell. 1986. Tourism Marketing.
Extension Bulletin E-1959. Cooperative Extension
Service, Michigan State University. East Lansing. 17 pp.
http://www.msue.msu.edu/msue/imp/modtd/33700082.html
McIntosh, R. W 1972. Marketing Management in the Lodging
Industry Extension Bulletin E-677. Cooperative Extension
Service, Michigan State University. East Lansing. 20 pp.
http://www.msue.msu.edu/msue/imp/modtd/33410154.html
Troy, D. A. 1985. Strategic Hotel/Motel Marketing. The
Educational Institute of the American Hotel & Motel
Assoc. East Lansing, MI. 184 pp.
This information is for educational purposes only. References
to commercial products or trade names does not imply
endorsement by MSU Extension or bias against those not
mentioned. This information becomes public property upon
publication and may be printed verbatim with credit to MSU
Extension. Reprinting cannot be used to endorse or advertise
a commercial product or company.
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