Marketing Plan 2023

Mirage Hotel Opening manual
HOTEL OPENING MANUAL AND

CHECKLIST
Executive Summary
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1.1. INTRODUCTION
The basic requirements for successful completion of the hotel pre-opening phase are:
i. Successful positioning
ii. Staffing and training of new employees
iii. Successful implementation of standard operating procedures and standards
The budget for the pre-opening phase of the hotel is particularly planned, and it is officially called the pre-opening budget. It involves
financing various activities. In order for the budget to be justified, it is best to assign a task to each head of a department to make the
budget of the corresponding department. In a situation where there is a budget for each department, it is easier for the general manager to
make a general budget plan for the entire hotel, thus reducing the potential risks of investor refusals to finance any item, if justified and
reasonable.
According to some estimates, the most expensive department in the hotel is the Sales and Marketing Department, followed by the Human
Resources Department, which many hotel houses point out after budget analyzes have been carried out.
Execution steps in Pre-Opening Phase In order for a general manager at this stage to successfully complete all tasks, it is important that
he/she has a plan and execution schedule. As a hotel is a complex system, a lot of tasks overlap each other in terms of time determinants.
In this sense, a set of steps for the pre-opening phase of the hotel can be made, in which the Execution steps in the Pre-Opening Phase
are:
i. Preparation guide setup
ii. Configuring Pre-Opening Critical Path Checklist.
iii. Involving task force management team and HODs.
iv. Tasks delegation and resolving requirements.
v. Review of Critical Path Checklist.
vi. Finalizing operational tasks.
vii. Soft-opening the first step which is called ''Preparation guide setup'' indicates the beginning of the pre-opening phase. In this
step, it is important that the general manager review the content in detail and see what can be implemented for each element.
This applies in particular to the information system and the installation of the hotel information system, which will be
discussed below. Preparation guide implies that no deviations are allowed, since it is prepared in accordance with the standard
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book, and the standards must not be changed. They must be the same for every hotel within the chain. If there is a business
need to change or supplement certain elements, (which also depends on the specifics of the facility), then the general manager
must notify the board of the hotel chain and investors.
The settings in this step are defined and are not eligible for amendments. Successful installation of the entire program requires
maximum engagement of all involved parties. The general manager must notify all parties of the beginning of the
implementation, and when the time comes, it is imperative to inform the heads of departments and task force team members
in detail. This document details how to execute the installation process for each department in the hotel, such as setup
configuration, reservation configuration, profile configuration, property configuration, cashier configuration, and pre-
installation and post-installation phases. Also, it is a good idea to have a list for task force management. That will be
explained further in the third step. The web site and online promotion should be already in progress, with some crucial
information about the opening date, when and how to make a reservation, what the hotel will offer and whom to contact for
further information. The second step ''Configuring Pre-Opening Critical Path Checklist''
Mission
The mission of the Mirage Hotel is to set hospitality services on the highest level in order to satisfy the demands and expectations of guests.
Our aim is to make Mirage Hotel the civic place for encounters, business success, pleasant meetings and gala ceremonies.
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Vision
The ideology of our vision is to continue to apply and set the highest standards of service quality and in that way justify and uphold the
reputation that we have among the guests, partners, competitors and the wider community. We use and constantly introduce
environmentally friendly technologies and processes in order to remain in balance with nature and also meet the needs of contemporary
society. Tradition is a testament to our success but meanwhile we also embrace the changes that modern time brings and become more
attractive in the market and more interesting to our guests and partners.
Strategy
Our strategy is based on:
1. Partnership with guests

Guest satisfaction is the most important thing for us and we try with our quality of services to exceed their expectations. Our goal is to make
every guest feel like at home and that for this reason he chooses Mirage Hotel again for his accommodation facility. We provide services at the
highest level that will meet the needs and expectations of guests and will recognize their requirements through open communication,
satisfaction monitoring and analysis of compliments and complaints.
2. Employees
Accepting new knowledge and technologies is a condition for progress including quality training and education.
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Because of that our strategy is based on the education and training of all employees and constant communication between all departments of
the hotel. We support teamwork, personal responsibility and initiative of each employee.
3. Relations with suppliers
Purchase as one of the most important departments in the hotel requires a choice of reliable suppliers that allows us to provide the guest,
who is the end-user of services, with highest quality and more adequate accommodation in Mirage Hotel Grand. We will base our relationship
with suppliers on mutual interests and on the development of good partnerships.
4. Satisfaction of interesting parties
Mirage Hotel will improve the volume and structure of hospitality services, thereby satisfying the wishes and expectations of all parties:
guests, business partners, travel agencies, NGO, government and sports institutions, employees, owners and suppliers.
The guest who returns, The employee who progresses, The capital that is growing!
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GENERAL MANAGER MEETING WITH: HUMAN RESOURCES

1. Explain Key Tasks during the Pre-Opening and Critical Path
a. Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget)
b. Discuss Staffing matters
- Organizational Chart
- Staffing Plan (Hiring Dates and Number of Staff)
- Key Executives (Possible candidates / Approval and coordination)
c. Explanation of Critical Path
2. Discuss following topics and make recommendations or suggestion:

a. Any known expatriate problems: work permits, number allowed
b. Where and how to recruit needed hotel staff
c. Pre-opening staffing schedule by position
d. Timing guidelines for staff arrival, including training staff from other sister hotels
e. Types of languages required by staff members
f. Salary levels for various positions in hotel
g. Recommended coordination with regional office on positions filled, to avoid
duplicate effort
h. Regional assistance available for staff recruitment
i. Explanation of appropriate existing manuals, collaterals
Group websites etc that should be made available to the opening team
3. Discuss local situation for preparing Staff Orientation Handbook:

a. Hours worked per week in various departments
b. Vacation policy
c. National and religious holidays
d. Employee probationary period
e. Sickness procedure
f. Disability procedure (government benefits?)
g. Overtime policy and rate; what constitutes overtime?
h. Bonus policy, if applicable (end year, holiday, etc.)
i. Staff housing (if required)
j. Staff transportation (if required)
k. Minimum wage guidelines
l. Minimum working age
m. Retirement age: mandatory?
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n. Government non-discriminatory regulations or preference rules

o. Local employment restrictions
p. Health certification required of some/all employees?
q. Clearance by police department required?
r. Accident insurance coverage?
s. Health insurance, plan?
t. Retirement plan?
4. Recommendations on orientation program for employees and separate program for

Department Heads
GENERAL MANAGER MEETING WITH: TRAINING

2. Discuss following topics, as appropriate:

a. Hotel training facilities required: rooms/films/library, etc.
b. training assistance available (including websites)
c. Government training programs and assistance available
d. Language training program
e. Supervisory training
f. New hire orientation
g. First aid and safety training programs
h. Hotel rules and regulations
MEETING WITH: FINANCE & BUSINESS SUPPOR

a. Discuss Financials (Pre-opening budget, Staffing Plan, First year
Budget)
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- Key Executives (Possible candidates / Approval and coordination)1
2. Discuss following topics, as appropriate:

a. Mirage Hotels Group Accounting Policy and Procedure
b. Pre-opening budget control at hotel and required coordination
c. coordination with hotel for Regional-controlled pre-opening
budget expenditures
d. Interim procedures for handling local pre-opening expense disbursements
e. Owning Company financial status and any peculiar requirements (if any)
f. Local banking arrangements (including hotel to management company,
and owner to hotel)
g. Insurance arrangements (including pre-opening and post opening)
h. Schedule for on-site visits and coordination needed
3. To emphasize and discuss the terms of hotel management agreement implications for
hotel accounting policies and activates.
4. Hotel Management System / Specification guidelines

a. Provide latest quotations and requirements of Hotel Management System
(PMS, POS, Accounting System etc.)
b. What other Mirage Hotels Group have for software package.
c. Local maintenance of computer equipment available
5. Review hotel plans and blueprints for accounting and back of the house facilities
pertaining to accounting activities.
a. Location for Drop Safe/ Safe Deposit Box
b. General Cashier ‟s Office
c. Location of Computer Room/ Fireproofing Safe Box
d. Receiving Area
e. General Store Locations
f. Accounting Office
6. Review pre-opening staffing schedule for accounting department + post opening
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manning
MEETING WITH GENERAL: FOOD & BEVERAGE

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2. Discuss Staffing for hotel

a. Candidates for hotel Food & Beverage Manager
b. Culinary background required for Executive Chef
c. Candidates and recruitment of Food & Beverage supervisory staff.
d. Review Pre-Opening staffing schedule for Food & Beverage department
Recruitment ideas used at other Mirage Group hotels
e. Competitive wage scale and impact on recruiting
f. Staff transportation, any problem?
g. Methods used at other Mirage Group hotels to recruit casual labour for
banquets, etc. and build a loyal cadre.
3. Review local competitive situation for Food & Beverage.

a. Local Food & Beverage competition and market niche for hotel
b. Suggestions for building a local Food & Beverage clientele
c. Local staff turnover and recruitment situation
d. Merchandising methods used by the competition
e. Live entertainment programs used by the competition
f. Availability of local food and beverage raw goods, and stewarding supplies.
[Implications for menu planning?]
g. Known competitive Food & Beverage costs and expenses. Regional goals.
4. Review hotel plans and blueprints for Food & Beverage areas.4
a. Kitchen set-up.
b. Explain concept envisioned by Mirage Hotels Group and designers for
Food & Beverage outlets/kitchens.
c. Clientele to cashier traffic patterns.
d. Service stations mise-en place: location, suitability.
e. Food checkers locations, procedures, if appropriate.
f. Food storage locations and refrigerators.
g. Beverage storage locations, including mini-bar and wine.
5. Foodand Beverage Outlets in hotels (discuss for each outlet)

a. Location
b. Décor
c. Space and seating capacity.
d. Discuss potential hours of operation (legal restrictions?)
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e. Review potential market for each Food & Beverage Outlet.

(1) Total market potentially available.
(2) What market segments should be targeted?
(3) How to build Mirage Hotel’s image in this market?
(4) Special marketing and merchandising considerations?
f. Equipment to be ordered for each Outlet.
(1) Silver and flatware.

(2) China.
(3) Glassware
(4) Linen.
(5) Serving Trolleys
(6) Ashtrays and candleholders
(7) Service equipment.
g. Outlet Menus
(1) Menus from local competition.
(2) Competitive price structure in local/regional market.
(3) Special menus needed: children, ethnic, religious.
(4) Menu design
(5) Calendar for printing contracts and deadlines.
(6) Menu covers used by other InterContinental Group hotels.
(7) Guest check presentation practiced by competition.
(8) Doorknob room service menus used by Mirage Group hotels.
(9) Menu cycle.
6. Goaland Objectives:
a. Hotel and Regional Food & Beverage Goals/Objectives for Pre-Opening.
b. Marketing Plan.
c. Implementation needed to achieve goals and objectives.
7. Food and Beverage Marketing:

a. External promotional merchandising: what works locally, and what has been
successful at other hotels.
b. Internal promotional merchandising programs.
c. Known successful advertising programs.
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d. Public relations programs: what is considered media-worthy locally? What gets

in the papers? Ideas from other InterContinental Hotels Group hotels.
e. Competitive trends.
f. Marketing Plans and desired InterContinental Hotels Group image in
competitive market.
g. Required sales organization for Food & Beverage needs.
8. Entertainment:
a. Discuss possible joint regional hotel entertainment program.
b. Regional coordination on Entertainment contracts.
c. Possible regional hotels assistance: scouting, etc.
9. Mini-bars:
a. Equipment supplied in guestrooms.
b. Restocking carts: overnight storage and corridor security.
c. Who handles restocking; can room maids be used?
d. What are successful programs to minimize late charges on guest departure day?
e. Who is responsible for cleaning guestroom dirty glassware?
f. Successful InterContinental Hotels Group programs to control liquor stock and
maintenance of same in mini-bar stores.
10. VIPFood & Beverage Amenities to Guestrooms

a. Who should deliver: guest relations/room services/other?
b. What does competition offer?
c. Unusual ideas other hotels?
11. Banquets
a. Banquet menus from other sister hotels and competition.
b. Banquet promotional brochures and material: samples.
c. Banquet office set-up and organizational recommendations.
d. Recommendations for successful banquet sales program.
e. Banquet equipment ordered.
f. Casual Labour.
(1) Availability and recruitment locally.
(2) Personnel processing
(3) Payment method expected locally (by job or hour/cash/check)
(4) Training and development of cadre for call-back.
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(5) Records of trained staff for later call-back.
12. Purchasing for Food & Beverage

a. Introduction and explanation
b. Import restrictions which affect Food & Beverage Department.
c. Restocking china and glassware locally.
d. Restocking linen locally.
e. Quality and availability of local products.
13. Employee Cafeteria

a. Recommendations on hotel policies.
b. Décor and ambiance.
c. Food Quality control and local menu recommendations.
d. Mechanism for staff suggestions on improvements.
14. Kitchens
a. Equipment layout and workflow.
b. Kitchen storage and refrigeration.
c. Fire control.
15. Stewarding
a. Staffing structure.
b. Location of department and equipment ordered.
c. Cleaning program commendations.
d. Pest control program.
e. Local health authorities. Check a neutral source, like the competition, on the
following;
 Inspection program; announces or unannounced?
 Certification for opening and after opening program.
 Penalties which can be imposed by health officials.
16. Room Service

a. Room Service Kitchen and table set-up area.
b. Order takers‟ office.
c. Possible congestion from room service table set-up/storage?
d. In-room menu and doorknob menu: suggestions.
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e. Clearing room service trays/tables: procedure that works
MEETING WITH: SALES & MARKETING
Pre-Opening Sales & Marketing Plan:

Situation Analysis
Competitive Situation: Occupancy and Room Rate trends
Pre-Opening Sales & Marketing set up contact list / Sources of business anticipated by MIRAGE Hotels Group
Top commercial potential producers for MIRAGE Hotels Group
Top travel agency producers in region.
Top airline producers
Priority Club Rewards (PCR) Program / Ambassador for MIRAGE hotels
Potential shop and store rental candidates
Marketing strategy
Innovative Marketing Activities:
What is the competition up to?
Unusual activities tried at other regional MIRAGE Hotels Group hotels.
Has anything failed and why?
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Unusual promotional activities that work.

Sales Action Plan
Public Relations and Communication Plan
Media/Press contacts already made or required.
Coordination for hotel grand opening ceremonies.
Community relations contacts and program.
In-hotel advertising and graphics.
Pre-Opening Sales & Marketing Activities Budget
Channel Strategy and Distribution Marketing
Relationship Marketing
Sales & Marketing Critical Path
Brand Guideline
Icons, Keys, Hallmarks
Hotel Strategic Positioning Session, Key Message Development

Communications
Collaterals, Imagery, Logo and Signage
Advertising
Selection of local advertising agency and recommendations.
Media Planning Brief, Creative Design Brief, Advertising Guidelines
Is advertising program in pre-opening budget?
What has proven effective in the region?
What are unusual activities that create free advertising?
Image building in local community: ideas?
Cooperative advertising used in region
Joint Regional advertising campaigns.
What types of media are effective in this region?
Advertising program after hotel opening.
Pricing Strategy: Opening Offer & Rate Structure

Guaranteed Company Rate Program:
Rate structure.
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Hotel Room Rate structure:

Transient Discount (FIT)
Corporate Rate (CR)
Corporate Rate Special (CRS)
Long Staying Rates (LS)
Meetings, Incentives, Conventions and Exhibitions (MICE) Rates
Airline Rates (Passenger, Crew, Employee, Layover)
Diplomatic and Government Rates
Travel Agency Contracted (TA)
Travel Agency Group Series (TAS)
Ad Hoc Group Rates
Owning Company staff, if applicable
Channel Management
Software tool that will allow the hotel to sell rooms on all connected online booking sites , including online travel agents and our direct booking channel.
PHASE I : Global Distribution System, Hotel Descriptions

PHASE II : Website Requirements and Descriptions
PHASE III: Rates Loading / Room Types Build and Descriptions
Direct Channel: E-commerce / Brand Website; Central Reservation Office
Indirect Channel: Global Distribution System / Third Party Interface / Wholesaler
Relationship Marketing
Account Management
Account Definition
Account Profile
Account Planning
Activity Management
File Management
Request For Proposal (RFP) Express
Corporate / Business Travel Agent Rate Loading
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Corporate Section
Business Handling Procedure

Convention & Banquet Section
Group / Tour Section
Airline Section
Sales Team Management

Sales Force Management
End of Month Report
Business Planning
Competitor Activity Summary
Office Management
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Standard Contracts and Agreements
Pre-Opening Sales & Marketing Activities Budget Guideline
Pre-Opening Sales & Marketing Check List
Grand Opening activities:

Coordination on list of invites.
Samples of prior pre-opening invitation forms, etc.
Coordination of publicity blitz.
Gifts for attendees.
Entertainment activities for attendees: local options.
Number of receptions to be given and to who invited?
Prior history in other MIRAGE Hotels Group openings
Budget available.
Format, theme or ambiance recommended each function.
Menus and ideas from previous pre-opening festivities include samples and artwork.
MEETING WITH: DESIGN AND ENGINEERING

Explain Key Tasks during the Pre-Opening and Critical Path
Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget)
Discuss Staffing matters
Organizational Chart
Staffing Plan (Hiring Dates and Number of Staff)
Key Executives (Possible candidates / Approval and coordination)
Explanation of Critical Path
Candidates for hotel Chief Engineer.
Meet Architect / Interior Designer / Owner’s Project Manager assigned to project.
Design and Engineering overview briefing
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Review hotel Fact Sheet.
Review hotel floor plans and discuss related matters.
Review Design and Engineering pre-opening activities for this project
Discuss Interior and Graphics Design Checklist. Observations related to fixed décor this project. Project Countdown and
Handover
Importation problems with equipment and spare parts.
Review Engineering Department operating plan and facilities as designed
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MEETING WITH: INFORMATION TECHNOLGY
Explain Key Tasks during the Pre-Opening and Critical Path

Provide Estimation of Cost (Equipment, Maintenance and Training)
Discuss Staffing matters (1 manning only)
Explanation of Critical Path
Explain MIRAGE Hotels Group Information Technology Standards

Broadband for Internet
Hotel Systems
“What is endorsed” and “What is not endorsed” by MIRAGE Hotels Group
Discuss Coordination and Implementation Plan between Regional Office, Hotel and Vendor
Explain importance of “Strict Compliance” by hotel of MIRAGE Hotels Group Technology Standards and Procedure
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Slogan
Mirage Hotel the Newest Curve in Alexandria….. Discover it

Situation Analysis
Mirage Hotel is the newest luxury 5 stars hotel, situated in the heart of Alexandria City located in Victor Emanual square. Ideal for
all MICE business. The 100 stylish deluxe rooms are designed in excessive-modern interior complimented with relaxed furniture.
Planning for soft opening on 1st June, 2023 for phase I including the rooms, the 1300 sq. m ballroom, main restaurant, lobby
lounge / bar and pool terrace .
Phase II at a later stage to include the SPA, Bar, Speciality Restaurant, Breakout meeting rooms & Shops.
Phase III Sky roof Ballroom
Mirage Team will be dedicated to providing its guests with the highest quality of service and standards. We
seek to deliver on our promise of value and quality above all else. We value our place in the community and
will work to develop those relationships and to respect and protect our environment.
We will continue our utmost revenue growth for both owners and management companies’ whilst honoring
our values and encouraging our personnel to develop themselves in an environment of trust, loyalty and
encouragement.
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Market Needs
To attract target audience, we should be committed to meet the market needs and providing the guests with a
comprehensive and leading service, that requires a professional approach to getting their strategy right and
moving with the changing needs of the market. Finding a niche market and building the marketing efforts
around that
market can increase business with less marketing effort. This can easily reach the target market through the
word of mouth.
Mirage Hotel target to offer value and benefits to our guests, over and above the standard of our facilities and
reasonable rates. We seek to provide our guests with an exemplary personal service, and level of recognition
that they have come to rely upon. To provide our guest with a comfortable, relaxed environment within which
to conduct their business.
An environment which they cannot find at our multiple competitors . Our guests need to know that they can
develop a relationship with the hotel that will ensure efficiency, value for their money and reliability in
supplying them with the support they need, when they need it. The Hotel should operate in Alexandria city with
the very strong sense of community, and we want to stay an integral part of that community.
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Market Trends
The current trends surrounding the hotel industry show some major shifts in the industry performance and
direction. Hotel industry has progressed into a sophisticated global business stimulated by advanced technology,
major brands, and consolidated business structure. Hoteliers face intense competition as the major hotels
aggressively expand their portfolios around the world. Undeniably, the hotel industry has grown exponentially
on all fronts with mega beach resorts, economy city hotels, and the high-end boutique hotels (The latest trend
that is emerging in the largest cities is the increasing demand for service apartments combined with a hotel for
the 24-hour hotel services to the apartment units.
Our target to trend Mirage as a 5* deluxe hotel comprising 100 guest rooms and suites specialized in high
quality service for top notch guests, as well as specializing in servicing business and corporate clients whether
conferences or corporate individual clients. It serves the business community, and visiting business/ leisure
traveler, in Alexandria city.
Our key clients are contracted corporate clients originating from both international and domestic markets from
within the corporate segments presenting more than 25% of the BMS.
Major key business of success will be the level of Mirage and the customer mutual loyalty and
repeated business. Our guests feel Whenever they come to the hotel that they are at a place that is as pleasant
and comfortable as one's own home, “home away from their homes”
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Market Analysis
1st June – 30th September , 2023
TRAVEL CORP FIT Segment
BMS ADR BMS ADR BMS ADR
10.9 $100 56.4 1500 32.7 2800 Single
$120 1700 3500 Double
$150 4000 5000 Suite
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Team Objectives:
 Prevent workplace injuries and illnesses

 Improve compliance with laws and regulations
 Reduce costs, including significant reductions in workers' compensation premiums
 Engage workers
 Enhance their social responsibility goals
 Increase productivity and enhance overall business operations
Service Offering
Service: high-quality accompanied by exemplary personal service, differentiated from competition in line with
the overall strategy has proven to be a successful approach generating high levels of repeat business.
Positioning
Mirage Hotel is to be positioned as a five-star, business / leisure hotel, strategically located and offering a high
level of personal service. Our focus is on offering our guests added value and differentiating ourselves in our
levels of personal service. We provide a quality hotel experience where guests are valued, respected and their
business is truly appreciated.
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SWOT Summary
The following analysis highlights the internal strengths and weaknesses of our hotel and the opportunities and
threats facing the hotel in our external environment. We must work to improve our areas of weakness.
Hotel’s strengths must be leveraged in order to capitalize on external opportunities as they arise, and
contingency plans formulated in order to deal with threats presented by the environment.
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WEAKNESSES
Mirage Hotel Opening manual :
STRENGTHS:
o Brand new luxurious Hotel, modern style

 Limited number of rooms which minimalize the
interior unique in Alexandria city.
o Extra ordinary ballroom 1300 sq m with business mix segments
exceptional technology
 No activities available for kids
o Good location in the center of busy district
“Semouha”
o Specialized and experienced staff that are  Not having breakout rooms to tackle the small
motivated and highly skilled. A well- size and medium size meetings
trained team who are proud of their hotel
 The Small size of the swimming pool
and respect and promote the brand values
o Management Strength: management  NO recreational facilities
values well represented engendering  The heavy traffic in Alexandria which makes it
loyalty amongst existing and new guests
easier for guests to stay near their projects or
o Variety of restaurants lead to keep the in-
house guests from going to outside their point of interest (most of projects are at sidi
restaurants krair / and Abukir )
OPPORTUNITIES: THREATS:
 The economic recovery may take time
Increase number of meeting rooms to drag small  Limited number of rooms affecting conferences’
segment
and medium sized cycle meetings. 28 Summer festival parties and activities at the new
opening resorts at North coast
Attract the long staying guest

There are two natures of competition: a) direct - in terms of the five-star properties and b) indirect – in
terms of other four-star hotels and serviced apartments similar of the four seasons that do compete for
the same corporate business sectors.
Direct Competition
 Hilton Green Plaza (increased the number of rooms to reach almost 400 unit which enhance more
business mix - surrounded by vast shopping and restaurants plaza)
 Sunrise Hotel (sell at very low rates but perfect location direct on the beach)
 Radisson Blu (has a huge convention center for conferences)
Indirect Competition
These properties offer similar facilities, although somewhat less focused on business needs, and
incorporate more leisure facilities than we currently provide.
 Steinberger Cecil
 San Stefano Four Seasons Hotel (offers very high standard brands’ amenities allowing the % GOP to
drop to 20s– but appreciated by guests)
 Tolip I Hotel (does not follow any hotels’ regulations, policies or pricing strategy and is not under
the umbrella of the ministry of tourism or any localities)
 Grand Plaza Hotel

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RACK RATE COMPARISON
SUITE DOUBLE SINGLE

5115 4775 HILTON
GREEN PLAZA
6200 6000 SUNRISE
RADISSON BLU
BOOKING.COM COMPARISON
1/10 1/9 1/8 1/7 1/6 HOTELS/DATES

4225 4225 4225 4225 3680 HILTON GREEN
PLAZA
Not listed SUNRISE
5600 5600 5600 5600 5600 GOLDEN JEWEL
4261 4261 4261 4261 4261 RADISSON BLU
4900 3900 3900 4500 3900 CECIL
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CORPORATE RATE COMPARISON
Black out 1/11-31/12 1/6 – 31/10 EGP

dates
PREMIMUM HILTON GREEN
ROOM PLAZA
S: 1300 EGP
D: 1700EGP
Flat rates all

year round B.B
SUNRISE
S:1100 – 1400 S:1500 – 1800 GOLDEN JEWEL
D:1300 – 1600 D:1700 – 2000
B.B INCL B.B INCL
S:1170 – 1520 S:1550 – 1900 STEIGENBURGE

R CECIL
D:1440 – 1790 D:1850 – 2170
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B.B INCL B.B INCL
TRAVEL AGENTS CONFIDENTIAL RATES
DYNAMIC RATES
1/6-30/9: HILTON GREEN PLAZA
$101-$112
Bed only inclusive
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Growth and Share Analysis
Competitive Analysis (from 1 to 10)

#5 #4 #3 #2 #1
4 Seasons Tolip Sun Rise Hilton Hilton Competitor
Green Pl Corniche
Product and/or Service

9 6 5 6 8 Quality
8 6 6 6 7 Selection
9 3 3 6 6 Price
Location and Physical
Appearance
8 8 7 7 5 Traffic
8 7 8 6 7 Appearance
8 6 5 6 6 Convenience Factors
Added Value Factors
8 5 4 5 8 Pre and Post Sales Service
8 4 4 6 8 Experience
8 5 4 5 7 Expertise
8 5 4 6 8 Reputation
9 5 5 5 7 Image
7 3 4 4 8 Stability
Other Marketing Activities
8 5 5 8 8 Established Sales Channels
7 4 1 4 4 Advertising
4 2 1 7 7 Incentives
8 0 0 8 8 Loyalty Components
125 74 66 95 112 Total
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Marketing Strategy
Our marketing strategy's objective is to communicate the unique set of services that we offer to
discerning hotel guests. We attempt to direct the focus of our guests to the issues of quality and value for
the money as opposed to simply the bottom line costs associated with their stay.
Our marketing strategy will allow us to communicate our brand values, develop close working
relationships with our customers and suppliers and to identify the needs of our guests in an effective
manner. Continued differentiation and growth are two goals we have set for ourselves. Growth will take
place by targeting new areas of business within both local and national communities.
Value Proposition
Mirage Semouha Hotel offers the superlative personalized service for the corporate traveler, such as
varieties of restaurants, free internet wireless access connection, and provide easy to access meeting
rooms with all audio-visual and technology needs as well as catering for longer meetings.
Critical issues include:
 Continuing to differentiate from our competition and offering added value to our guests.
 Build levels of repeat business and developing further customer loyalty in a competitive market.
 Attract new market sectors such as the new natural gas projects and the petroleum sector.
 Perceive as a supportive member of Alexandria community.
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Financial Objectives
 Maximize the overall revenue

 Accomplish REV PAR growth within the given budget
 Increase number of the corporate contracts to reflect the return of confidence in the corporate travel
market.
 Keep payroll expenses down and reduce the level of variable cost expenses.
Marketing Objectives
o To communicate our strategic objectives to our target markets effectively.
o To provide a positive hotel experience to all our guests.
o To accomplish our growth targets within the given time and budget.
o Expand our markets and identify new markets for our product and services.
Target Market Strategy
 Gas & Petroleum projects

 Pharmaceutical companies
 Marines and navigation
 FIT Corporate/ Travel
Local firms will be targeted for conferences, room nights for visiting executives and long stay professional
guests.
35
Marketing Mix
Place, product and service information are sold to the guest via personal selling, direct marketing,
advertising and the Internet. Delivery channels include travel agents and international reservations systems.
Product Marketing
Product: high quality facilities accompanied by exemplary personal service, differentiated from
competition quality with the overall brand strategy has proven to be a successful approach generating
high levels of repeat business.
Pricing
Pricing strategy has been consistent with the differentiation objective, to provide added value for a reasonable
rate as opposed to discounting and de valuing our products and services.
Soft Opening Room rates quoted average between Egyptians & foreigners are inclusive of tax and service, are
per night, per room with buffet breakfast included:
 Corporate Single - $110.00;

 Corporate Double - $125.00;
 Corporate Suite - $250.00 (maximum occupancy 2 persons).
Conference room rates are inclusive of tax and service, quoted per day use :
650 p/p one break & lunch
750 p/p one break & lunch

36
850 p/p 2 breaks & lunch
 Waiving the rental cost of the meeting room in case of appropriate proportion of room nights with
dinning or minimum of 50 pax meeting per day
MIRAGE RADISSSON 4 seasons SUNRISE HILTON KING HILTON WEDDING

RANCH GREEN PACKAGES
PLAZA
100,000 --------------- ------------- ------------ WEEKEND: ----------- 100 PAX
/120,000 105,700 /870 pp
113,300 /955pp
120,000/145,000 123,000 /1050PP
150,000/182,500 MID WEEK:

98,100 /800pp
105,500/875pp
114,200/960pp
185,000/225,000 154,000 346000 139500 185,900/840pp 154,000 200 PAX BUFFET

230,000 377000 /610pp 201,200 /915pp 180,000
225,000/275,000 316,000 494000 155500 221,600 /1020pp 200,000
/690pp
285,000/350,000 179000
/800pp
18 moving ----------- ---------- Kosha , 10 moving heads on 24000 DECORATION
heads, 17 bar ferforge chairs terrace, 10 bar lights, 2 16 moving AUDIO VISUAL
lights, DJ with & tables , city colors, smoke head, 10 bar ENTERTAINMENT
37
sound system, table cloth, machine, DMX control, light,2 city
LED screen center piece, generator, 2 wireless colors,4 cold
4x6 , celling zafa, DJ , HD camera, crane fireworks,
LED screen, plexi stage camera, 2 led screen smoke
Dance floor 3x5 , plexi 3x4, mixer video HD, machine,
4.5x4.5, video & dancing floor photo clip , DMX control
photographer 5 4x5, plexi photographer, 5 photos, , 2 wireless
cinematic catwalk, signature photos 50x70 , camera HD,
camera, fixed lighting & flash memory 2 led screen
camera, 1 wired laser. 8 3x4
camera, 1 moving heads, mixer HD
moveable 12 bar lights, recording,
camera, 5 studio smoke photo clip,
photos, fire machine, photographer
show with 4 video HD , 5 photos,
machines mixer, 2 signature
signature photos wireless photo 50x70,
50x70, photo camera, DVD flash memory
clip , photo Video, 108 video &
session inside digital photos, photos (24
the ballroom & 6 studio hrs)
flash memory photos 20x30,
led screen 2x3
,
Decoration 3 layers tart Comp suite 5 layers tart 5 layers tart
package: 2 comp day H/B 2 comp day use 2 comp day
Kosha, plexi use Comp day use 2 nts comp bb use
stage, entrance, 2 nts comp bb One comp dinner 4 2 nts comp
center piece, Jr suite weds bb Jr suite
tables & chairs One comp Spa svc One comp
(SS / ferforge) dinner weds dinner weds
@ 15,000 per
100 pax
@ 22,000 per
38
200 pax
Advertising & Promotions

 Website including a simple loyalty system
 Social Media Retargeting
 Extensive Email Marketing Program which can be embedded into an integrated nurturing program that includes the
following:
 Social Media/Google Retargeting Adverts that show:

o Images of the specific room types
o Prices specific to the dates searched for
o Happenings / Events at the hotel during the dates searched
 Email Marketing Campaigns featuring:
o Price updates for the specific dates mentioned
o Other incentives on offer - linked to a booking code included within the email
o Member-only deals.
Other opportunities such as SMS and Mobile push messaging can also be integrated into these types of campaigns. Trigger
based activity can also be embedded into the nurturing plan. This can include automated e-mails or other communication that
can be triggered if the guest returns to our website (either before or after booking) to create new sales and up-selling
opportunities.
39
Advertising Media Strategy: :
The core elements of the year 18 /19 approach to media distribution will place an increased emphasis on:
• Always-on paid search focused on driving web traffic and maintaining hotel search market share
• Brand campaigns supported by rich media, video and content distribution opportunities
• Increased emphasis on native content marketing to generate interest in niche product
• Evaluation of high-impact, in-market activation opportunities
• Attribution through digital and social channels
Branding, Advertising & Promotions
The PR promotes the Hotel through paid, owned and earned channels including digital and print media, broadcast, social media,
experiential marketing, content marketing and more.
The Marketing Department oversees the ad campaign, the Mirage’s brand and collaborates with all departments to ensure a
seamless and consistent voice.
40

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Mirage Hotel Opening manual

HOTEL OPENING MANUAL AND

1. Partnership with guests

3. Relations with suppliers

4. Satisfaction of interesting parties

GENERAL MANAGER MEETING WITH: HUMAN RESOURCES

2. Discuss following topics and make recommendations or suggestion:

3. Discuss local situation for preparing Staff Orientation Handbook:

n. Government non-discriminatory regulations or preference rules

4. Recommendations on orientation program for employees and separate program for

GENERAL MANAGER MEETING WITH: TRAINING

1. Explain Key Tasks during the Pre-Opening and Critical Path

2. Discuss following topics, as appropriate:

MEETING WITH: FINANCE & BUSINESS SUPPOR

b. Discuss Staffing matters

2. Discuss following topics, as appropriate:

4. Hotel Management System / Specification guidelines

6. Review pre-opening staffing schedule for accounting department + post opening

MEETING WITH GENERAL: FOOD & BEVERAGE

2. Discuss Staffing for hotel

3. Review local competitive situation for Food & Beverage.

5. Foodand Beverage Outlets in hotels (discuss for each outlet)

e. Review potential market for each Food & Beverage Outlet.

f. Equipment to be ordered for each Outlet.

(1) Silver and flatware.

7. Food and Beverage Marketing:

d. Public relations programs: what is considered media-worthy locally? What gets

10. VIPFood & Beverage Amenities to Guestrooms

(5) Records of trained staff for later call-back.

12. Purchasing for Food & Beverage

13. Employee Cafeteria

16. Room Service

e. Clearing room service trays/tables: procedure that works

MEETING WITH: SALES & MARKETING

Pre-Opening Sales & Marketing Plan:

Unusual promotional activities that work.

Hotel Strategic Positioning Session, Key Message Development

Pricing Strategy: Opening Offer & Rate Structure

Hotel Room Rate structure:

PHASE I : Global Distribution System, Hotel Descriptions

Business Handling Procedure

Sales Team Management

Standard Contracts and Agreements

Pre-Opening Sales & Marketing Activities Budget Guideline

Pre-Opening Sales & Marketing Check List

Grand Opening activities:

MEETING WITH: DESIGN AND ENGINEERING

Candidates for hotel Chief Engineer.

Meet Architect / Interior Designer / Owner’s Project Manager assigned to project.

Design and Engineering overview briefing

Review hotel Fact Sheet.

Review hotel floor plans and discuss related matters.

Review Design and Engineering pre-opening activities for this project

MEETING WITH: INFORMATION TECHNOLGY

Explain Key Tasks during the Pre-Opening and Critical Path

Explain MIRAGE Hotels Group Information Technology Standards

Mirage Hotel the Newest Curve in Alexandria….. Discover it

TRAVEL CORP FIT Segment

BMS ADR BMS ADR BMS ADR

10.9 $100 56.4 1500 32.7 2800 Single