Bed and breakfast marketing plan

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Bed and Breakfast Marketing PlanEnchanted Vineyard B&B

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Table Of Contents

1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . 22.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . 32.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . . 32.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . 4

2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . 42.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . 42.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . 42.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.3 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52.4 Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 73.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 73.4 Target Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73.5 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73.6 Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.7 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 9

4.0 Financials, Budgets, and Forecasts . . . . . . . . . . . . . . . . . . . . . . 94.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 94.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

5.0 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135.1 Implementation Milestones . . . . . . . . . . . . . . . . . . . . . . 135.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . 145.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 14

1.0 Executive Summary

The Enchanted Vineyard is a charming Bed & Breakfast located in the Lorane Valley, outside of Eugene, Ore. The valley is well known for its beauty and concentration of vineyards and wineries. The B&B will be run by Missy Stewart in the Stewart's newly renovated home. The Inn itself is a work of art. Each of the five guest rooms have walls that are 65% glass providing a breathtaking view of the valley. In addition to the views, the Inn offers a huge patio and vineyard for the guests to explore.

The Enchanted Vineyard Bed & Breakfast has two competitive advantages that will ensure profitability. The first is Missy's unrelentless attention to personal service. Missy recognizes that her most important job is to pamper the guests, allowing them to have an excellent stay. The other sustainable competitive advantage is the facilities, handcrafted and simply beautiful. The house and adjoining land are magnificent.

Missy will turn leads into customers through attention to callers on the phone and through the use of a comprehensive website with all details of the bed & breakfast experience listed therein. The Enchanted Vineyard Bed & Breakfast will begin to make a profit by month nine and will grow steadily from month to month.

2.0 Situation Analysis

The Enchanted Vineyard Bed & Breakfast is a start-up business. Marketing is critical to its success and future profitability. The B&B offers an exquisite country setting B&B, just a few minutes outside of Eugene in the Lorane River Valley. The basic market need is a delightful B&B serving the Eugene area. The physical structure that houses the B&B has been specially engineered to please the most discriminating travelers.

2.1 Market Summary

The Enchanted Vineyard Bed & Breakfast possesses good information about the market and knows a great deal about the common attributes of the most prized and loyal customers. The Enchanted Vineyard Bed & Breakfast will leverage this information to better understand who is served, their specific needs, and how The Enchanted Vineyard can better communicate with them.

The Enchanted Vineyard Bed & Breakfast

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Weekend getaway customers

TravelersUniversity of Oregon travelers

Target Markets

Table 2.1: Target Market Forecast

Target Market ForecastPotential Customers Growth 2001 2002 2003 2004 2005 CAGRWeekend getaway customers

11% 12,000 13,320 14,785 16,411 18,216 11.00%

Travelers 10% 18,000 19,800 21,780 23,958 26,354 10.00%University of Oregon travelers

17% 12,000 14,040 16,427 19,220 22,487 17.00%

Total 12.41% 42,000 47,160 52,992 59,589 67,057 12.41%

2.1.1 Market Demographics

Geographics

• One target group is the geographic target of the city of Eugene with a population of 130,000 people.

• Another target population are travelers that typically come from the United States, however, approximately 10% are from other countries.

Demographics

• Male and Female. • Ages 35-55. • College or graduate education. • An income over $50,000.

Behavior Factors

• Enjoys traveling for the sake of seeing new things and meeting people. • Tend to use B&Bs when traveling instead of hotels. • Enjoy meals at restaurants once a week.


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2.1.2 Market Needs

The Enchanted Vineyard Bed & Breakfast provides its customers with a beautiful, relaxing, luxurious, country setting bed & breakfast. The Enchanted Vineyard Bed & Breakfast seeks to fulfill the following benefits that are important to their customers:

• Selection: The Enchanted Vineyard has several different rooms, each with its own unique, breathtaking view of the countryside, some facing the B&B's vineyard.

• Accessibility: The B&B is located within 10 minutes of the city of Eugene, providing accessibility for people from Eugene, travelers in the Willamette River Valley, and guests of the University of Oregon.

• Customer Service: The customers will be impressed with the level of attention that they receive.

• Competitive Pricing: All rooms will be competitively priced relative to similar B&Bs.

2.1.3 Market Trends

The market trend for B&Bs is an increase in occupancy seen on a national scale. For years, B&Bs existed underneath the radar of the general population. When most people went on vacation, they would tend to make reservations at a hotel/motel. Within the last two years, people have begun to discover B&Bs and appreciate the additional services that they offer relative to traditional accommodations.

The industry has seen an increase in occupancy, from out of state or region travelers, as well as and more importantly, local people that are looking for a place to escape from their homes.

0

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20,000

30,000

40,000

50,000

60,000

70,000

2001 2002 2003 2004 2005



Market Forecast


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2.1.4 Market Growth

In 1999, the national B&B market reached $543 million dollars. Sales are expected to grow by 9% for the next few years. This growth can be attributed to a couple of factors. The first factor is an appreciation for services that a B&B provides.

Another factor driving market growth is the increase in airfare that makes non-local vacations less practical and cost effective. People are turning to B&Bs in unique locations as a vacation spot instead of flying.

Lastly, as the number of work hours Americans perform has increased in the last few years, people are relying on weekend getaways as a way to distance themselves, albeit briefly, from their work week. B&Bs provide people this option, and this has been a user group that has gotten larger in the last few years.

2.2 SWOT Analysis

The following SWOT analysis captures the key strength and weaknesses within the company and describe the opportunities and threats facing The Enchanted Vineyard.

2.2.1 Strengths

• Great location. • Fantastic facilities. • Owners who are passionate about their work.

2.2.2 Weaknesses

• Brand visibility. • Limited number of rooms means limited amount of sales. • The struggle with taking care of everything with low labor overhead.

2.2.3 Opportunities

• Growing market with a significant percentage still not aware of The Enchanted Vineyard. • Increase in sales from university-related events. • The ability to become more efficient as the learning curve steepens over time.


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2.2.4 Threats

• Competition from new B&B entrants. • The introduction of a B&B-style hotel that understands the basic market need. • A slump in the economy, decreasing people's discretionary income.

2.3 Competition

Competition comes in several forms:

Other B&BsTypically B&Bs have a set of unique features, something that makes them stand out. Some B&Bs will create uniqueness down to the level of different rooms within the B&B. The size of a B&B ranges from one to two rooms (traditionally called a home stay) to a country inn with more than 30 rooms. On average, most B&Bs have only 4-6 rooms and are often booked up in advance. Particularly during special events, demand outstrips supply. B&Bs differentiate themselves by personal service offerings and the general ambiance. Finally, B&Bs usually have a nice sit down breakfast for their guests. This is not a simple continental breakfast of juice, coffee, and a bagel, but an elaborate spread of gourmet food such as quiche with portabella mushrooms, fresh roasted garlic and sun dried tomato omelettes, or some sort of fresh smoked fish. Guests of B&Bs are not just looking for a room to sleep in but a whole experience in staying in a lovely setting, with interesting people to chat with, and people present to pamper them in any way possible.

Hotels/motelsThese facilities are generally much more sterile in character relative to B&Bs. The rooms are typically the same throughout the facility (unlike B&Bs where each room is typically quite different). The guests of hotels generally use the hotel as a place to stay at night. The operator will usually see the guest when they check in and when they check out. This differs from a B&B where the guests are encouraged to spend time in communal rooms and socialize with the operators and other guests. Breakfast, if included at all in hotels, is sparse.

2.4 Services

The Enchanted Vineyard Bed & Breakfast is a small, attractive B&B that offers travelers a relaxed setting for weekend getaways, change of scenery, sports or cultural events, family occassions, U of O events, etc. The Enchanted Vineyard Bed & Breakfast has a large central gathering room that allows travelers to socialize. The customers will receive the personal attention of the Stewarts who will meet any need a traveler has.

The Enchanted Vineyard Bed & Breakfast provides a wonderful breakfast feast and can meet any dietary restriction. The B&B is centrally located about 15 minutes from downtown Eugene in the heart of Lorane Valley wine country. In fact, The Enchanted Vineyard Bed & Breakfast has their own vineyard which grows grapes for local wineries and the clients are encouraged to explore The Enchanted Vineyard Bed & Breakfast's 10 acres of land.


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2.5 Keys to Success

The key to success will be based on customer attention. The facilities for the Enchanted Vineyard are already complete and are far nicer than anything around. The key is then to treat the customer properly so they are amazed at the level of attention that they receive. The Enchanted Vineyard will: generate repeat business and increase the length of stay per customer.

2.6 Critical Issues

The Enchanted Vineyard is still in the speculative stage as a B&B. Its critical issues are:

• Continue to build brand awareness which will drive new customers to The Enchanted Vineyard.

• Gain operating efficiencies. • Develop a strong relationship with the University of Oregon.

3.0 Marketing Strategy

The Enchanted Vineyard Bed & Breakfast has a three-pronged strategy:

1. Association membership and advertising: A large number of visitors will look to regional B&B associations for information about the different B&B's in the area. Most associations publish a guide to the local B&B's and The Enchanted Vineyard Bed & Breakfast wants to be in this guide. One of the other perks of membership is visibility on the associations website with a link to ours. Additionally, we will be a member of the Chamber of Commerce because people typically inquire with the local Chamber when planning a vacation.

2. Website: The Enchanted Vineyard Bed & Breakfast will have a full-service website that allows the visitor to view the B&B, read details about what it has to offer, provide information on regional activities, even allow the visitor to book a reservation. With the growing use of the Internet, the Web has become an indispensable tool people have for planning vacation to areas that are not close enough to check out in person.

3. Strategic relationship with the University of Oregon: The Enchanted Vineyard Bed & Breakfast will develop a partnership with the university so when the school is in need of finding rooms for guests they will use The Enchanted Vineyard Bed & Breakfast. We will also be advertising with the university so when students are searching for places for their parents to stay, they will come across The Enchanted Vineyard Bed & Breakfast in school-related publications and feel more comfortable with booking a reservation sight unseen because of the trust bond they have formed with the university.


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3.1 Mission

The mission of The Enchanted Vineyard Bed & Breakfast is to provide the finest B&B experience. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers.

3.2 Marketing Objectives

1. Maintain positive, steady growth each quarter. 2. Experience a growth in new customers who are turned into long-term customers. 3. Realize an increase in occupancy each subsequent year.

3.3 Financial Objectives

1. A double digit growth rate for each future year. 2. Reduce the variable costs per guest. 3. Continue to decrease the fixed costs.

3.4 Target Marketing

Our customers can be broadly divided into three groups (please note that it is possible to divide the customers into much smaller groups, but we have chosen not to):

1. Weekend getaway customers: These people are from the region and are looking to get away so they come to The Enchanted Vineyard Bed & Breakfast to be pampered and escape.

2. Travelers: These people are passing through Eugene and prefer to stay in a B&B instead of a hotel/motel.

3. University of Oregon travelers: The university brings a large number of people through Eugene and The Enchanted Vineyard Bed & Breakfast believes that a good portion of their business will be from the university. Occassions include parents weekend, orientation, parents visiting, and graduation. Lastly, the university will often set up rooms for administrative visitors.

3.5 Positioning

The Enchanted Vineyard Bed & Breakfast will position itself as an upscale B&B with a gorgeous facility and unmatched customer attention.

The Enchanted Vineyard Bed & Breakfast will leverage their competitive edge:

Attention to Personalized ServiceWhile anyone at a B&B should reasonably expect good service, there are ways of setting yourself apart from this already high level of service. This will be done through the unrelenting pursuit of personal attention. In the Eugene area there are several larger (more than six room) B&B's that offer outstanding service, but it is not personal. What is meant by that is that the service is provided by employees, not the owner. At The Enchanted Vineyard Bed & Breakfast all interactions with the customer will be with Missy or John who see it as their duty to do whatever


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it takes to make the customer feel at home. The feeling of personal attention, or more accurately defined as a sense of personal concern, not just mere personal attention, really adds a very positive dimension to the B&B experience. Not only will the Stewarts be offering personal concern, but they will be providing the concern, not some employee.

Uniqueness and Beauty of the FacilityThe Enchanted Vineyard Bed & Breakfast will be housed in the Stewart's home. The Stewart's will be renovating their farm house to accommodate their new guests. They will be building two more bedrooms with private baths, building a patio, and enlarging the common area. One unique aspect of The Enchanted Vineyard Bed & Breakfast is the setting within the Lorane Valley region, known for its outstanding wine production, housing both vineyards and wineries. To compliment this setting, The Enchanted Vineyard Bed & Breakfast will have a large outside patio allowing guests to spend time relaxing outside with a nice view of the valley. The guests also have the option to wander through The Enchanted Vineyard Bed & Breakfast's own vineyard. Each room in the B&B is 65% glass, overlooking the hill side and vineyard. Basically there is not a room in the house that doesn't have a breathtaking view.

3.6 Strategy Pyramids

The single objective is to position The Enchanted Vineyard Bed & Breakfast as the upscale B&B located in Eugene, reaching generally full occupancy within the first three years. The marketing strategy will seek to first create customer awareness regarding the services offered, develop that customer base, and work building customer loyalty and strategic relationships with the university.

The message that The Enchanted Vineyard Bed & Breakfast will seek to communicate is that The Enchanted Vineyard is the premier B&B in the Eugene area with the finest facilities. The message will be communicated through a variety of methods. The first will be advertising in the B&B association newsletter. The next method will be a robust website with a comprehensive amount of information. The last method will be developing strategic relationships with the university. While this will require a budget for assorted activities, these activities are basically networking activities, taking people out to lunch and schmoozing.

3.7 Marketing Mix

The Enchanted Vineyard Bed & Breakfast's marketing mix is comprised of the following approach to pricing, distribution, advertising and promotion, and customer service.

• Pricing: The pricing scheme is based on a room rate. The rate is arrived at in terms of by its market value.

• Distribution: All services will be provided at the B&B.

• Advertising and Promotion: The most successful traditional advertising will be with the B&B association. Developing strategic alliances with the university is a non-traditional method of marketing, but it will be quite efficient. The website will also be used in marketing activities.

• Customer Service: Obsessive customer attention is the mantra. The Enchanted Vineyard's philosophy is what ever needs to be done to make the customer happy must occur, even at the expense of short-term profits. In the long run, this investment will pay off with fierce customer loyalty.


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3.8 Marketing Research

During the initial phases of the marketing plan development, several focus groups were held to gain insight into a variety of B&B patrons. These focus groups provided useful information into the decision making processes of consumers.

An additional source of dynamic market research is a feedback mechanism based on a suggestion card system. The suggestion card has several statements that patrons are asked to rate in terms of a given scale. There are also several open ended questions that allow the customer to freely offer constructive criticism or praise. The Enchanted Vineyard will work hard to implement reasonable suggestions in order to improve their services as well as show their committment to the customer that their suggestions are valued.

4.0 Financials, Budgets, and Forecasts

This section will offer a financial overview of The Enchanted Vineyard Bed & Breakfast as it relates to the marketing activities. The B&B will address break-even analysis, sales forecasts, expenses forecasts, and how those link to the marketing strategy.

4.1 Break-even Analysis

The Break-even Analysis indicates that $23,158 will be needed in monthly revenue to reach the break-even point.

($30,000)

($20,000)

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$0

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$0 $7,800 $15,600 $23,400 $31,200 $39,000

Monthly break-even point

Break-even point = where line intersects with 0

Break-even Analysis


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Table 4.1: Break-even Analysis

Break-even Analysis:Monthly Units Break-even 232Monthly Sales Break-even $23,158

Assumptions:Average Per-Unit Revenue $100.00Average Per-Unit Variable Cost $5.00Estimated Monthly Fixed Cost $22,000


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4.2 Sales Forecast

The first four months will be used for the renovation of the home to fully accommodate guests. Once complete, the house will handle five different rooms. There will be no sales activity during this time. By month five the B&B will be ready to go. Missy will have started advertising, joined as an B&B association member, as well as formed a strategic relationship with the university by month two so business will ramp up fairly quickly. From month five on, business will steadily grow. Beginning with month five, Missy will hire one full-time employee. This employee will perform housecleaning as well as outdoor maintenance. This will free up Missy's time so she can spend it will the clients.

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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec



Monthly Sales Forecast

Table 4.2: Sales Forecast

Sales ForecastSales 2001 2002 2003Weekend getaway customers $11,396 $42,000 $54,000Travelers $13,089 $60,000 $62,000University of Oregon travelers $11,265 $46,000 $49,000Total Sales $35,750 $148,000 $165,000

Direct Cost of Sales 2001 2002 2003Weekend getaway customers $570 $2,100 $2,700Travelers $654 $3,000 $3,100University of Oregon travelers $563 $2,300 $2,450Subtotal Cost of Sales $1,788 $7,400 $8,250


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4.3 Expense Forecast

Marketing expenses are to be budgeted so more money is spent during busier months. The website requires constant maintenance and this expense will also be relatively uniform each month.

$0

$100

$200

$300

$400

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$700

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Advertising with Association

WebsiteStrategic development

Monthly Expense Budget

Table 4.3: Marketing Expense Budget

Marketing Expense Budget 2001 2002 2003Advertising with Association $1,900 $1,800 $1,800Website $2,400 $2,400 $2,400Strategic development $1,900 $1,800 $1,800

------------ ------------ ------------Total Sales and Marketing Expenses $6,200 $6,000 $6,000Percent of Sales 17.34% 4.05% 3.64%Contribution Margin $27,763 $134,600 $150,750Contribution Margin / Sales 77.66% 90.95% 91.36%


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5.0 Controls

The purpose of The Enchanted Vineyard Bed & Breakfast's marketing plan is to serve as a guide for the organization.

The following areas will be monitored to gauge performance:

• Revenue: monthly and annual. • Expenses: monthly and annual. • Repeat business. • Customer satisfaction.

5.1 Implementation Milestones

The following milestones identify the key marketing programs. It is important to accomplish each one on budget and on time.

Jan Jan Jan Jan Jan

Marketing plan completion

Assorted advertising activities

Website maintenance

Strategic development

Milestones

Table 5.1: Milestones

Milestones PlanMilestone Start Date End Date Budget Manager DepartmentMarketing plan completion 1/1/01 2/1/01 $0 MissyAssorted advertising activities 1/1/01 1/1/04 $5,400 MissyWebsite maintenance 1/1/01 1/1/01 $6,000 MissyStrategic development 3/1/99 1/1/04 $5,400 MissyTotals $16,800


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5.2 Marketing Organization

Missy Stewart will be solely responsible for the marketing activities beyond outside occasional creative help.

5.3 Contingency Planning

Difficulties and risks:

• Problems generating visibility. • Slump in the economy. • The construction of a new facility that rivals the Enchanted Vineyard.

Worst case risks may include:

• Determining that the business cannot support itself on an ongoing basis. • Having to liquidate equipment to cover liabilities.


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Table 4.2 Sales Forecast

Sales Forecast PlanSales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecWeekend getaway customers $0 $0 $0 $654 $745 $784 $804 $1,245 $1,587 $1,874 $2,245 $1,458Travelers $0 $0 $0 $654 $702 $754 $815 $1,345 $1,698 $1,985 $2,458 $2,678University of Oregon travelers $0 $0 $0 $598 $965 $654 $712 $800 $1,874 $1,787 $1,987 $1,888Total Sales $0 $0 $0 $1,906 $2,412 $2,192 $2,331 $3,390 $5,159 $5,646 $6,690 $6,024

Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecWeekend getaway customers $0 $0 $0 $33 $37 $39 $40 $62 $79 $94 $112 $73Travelers $0 $0 $0 $33 $35 $38 $41 $67 $85 $99 $123 $134University of Oregon travelers $0 $0 $0 $30 $48 $33 $36 $40 $94 $89 $99 $94Subtotal Cost of Sales $0 $0 $0 $95 $121 $110 $117 $170 $258 $282 $335 $301

Appendix: The Enchanted Vineyard Bed & Breakfast

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Table 4.3 Marketing Expense Budget

Marketing Expense Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecAdvertising with Association $100 $100 $100 $200 $250 $150 $100 $200 $250 $150 $150 $150Website $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200Strategic development $100 $100 $150 $200 $250 $150 $100 $200 $200 $150 $150 $150

------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------Total Sales and Marketing Expenses $400 $400 $450 $600 $700 $500 $400 $600 $650 $500 $500 $500Percent of Sales 0.00% 0.00% 0.00% 31.48% 29.02% 22.81% 17.16% 17.70% 12.60% 8.86% 7.47% 8.30%Contribution Margin ($400) ($400) ($450) $1,211 $1,591 $1,582 $1,814 $2,621 $4,251 $4,864 $5,856 $5,223Contribution Margin / Sales 0.00% 0.00% 0.00% 63.52% 65.98% 72.19% 77.84% 77.30% 82.40% 86.14% 87.53% 86.70%

Appendix: The Enchanted Vineyard Bed & Breakfast

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Bed and breakfast marketing plan

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