Mohamedahmedaly

Helwan University
Faculty of Tourism and Hotel Management

Hotel Management Department
Improving the Marketing Policies Adopted in

the Three Star Hotels in Cairo
By
Mohammed Ahmed Ali Ahmed
B.Sc., Hotel Management, 2001
Thesis
Submitted in Partial Fulfillment in the Requirements for the
Master Degree of Science in Hotel Management
Under the Supervision of
Ass. Prof. Dr. / Moustafa Mohamed El-Zaghl

(Assistant Professor, Hotel Management Department, Faculty
of Tourism and Hotel Management, Helwan University).
Dr. / Wafaa Ahmed Nour EL-Din Elias

(Lecturer, Tourism Studies Department, Faculty of Tourism
and Hotels, El Minia University).
2004
Approval Sheet
TITLE : Improving the Marketing Policies Adopted in the

Three Star Hotels in Cairo
NAME : Mohammed Ahmed Ali Ahmed
This Thesis for the Master Degree in Hotel Management has

been approved by:
Prof. Dr. -----------------------------------------------------------
Prof. Dr. -----------------------------------------------------------
Prof. Dr. -----------------------------------------------------------
Committee in Charge
Degree Conferred / / 2004

ACKNOWLEDGMENT
I would like to express my deepest gratitude and

appreciation to Prof. Dr. Moustafa Mohamed El-Zaghl
Assistant Professor, Hotel Management Department, Faculty
of Tourism and Hotel Management, Helwan University, for his
continual support, advice, supervision, guidance, and
assistance during the preparation of this thesis
Also I’m grateful and I’d like to thank Dr. Wafaa

Ahmed Nour EL-Din Elias Lecturer of Tourism Studies
Department, Faculty of Tourism and Hotels, El Minia
University, for her supervision, guidance and support during
the preparation of this thesis.
My special thanks go to all the people who helped me

while I was conducting the survey.
TABLE OF CONTENTS
Page
INTRODUCTION 1
CHAPTER ONE: REVIEW OF LITERATURE 3
1. Hotel Industry 4
2. Hotels Classification 4
3. Marketing 8
4. Marketing Policies 9
5. Market Segmentation 11
6. Marketing Mix 13
6.1. The hotel product 14
6.2. The price 18
6.2.1. Pricing objectives 18
6.2.2. General pricing approaches 19
6.3. Distribution channels 23
6.3.1. Distribution channel functions 24
6.3.2. Hotel distribution members 25
6.3.3. Factors of determining the selection of channel
members 32
6.4. Promotion 33
7. Direct Marketing 48
7.1. The Internet 48
7.1.1. Internet as a distribution channel 50
7.1.2. Internet as a communication tool 51
7.1.3. Internet as a method of the online auctions 52
7.1.4. Web site design 53
7.2. Relationship marketing 54
7.2.1. Relationship marketing benefits 55
7.2.2. The role of the Internet in relationship
marketing practice 53
CHAPTER TWO: MATERIALS AND METHODOLOGY 59
1. Population 60
2. Hotel Sample 60
3. Research Tools 61
CHAPTER THREE: RESULTS AND DISCUSSION 67
1. The current situation of Cairo three star hotels 68
2. A preliminary survey on all Cairo three star hotels 76
3. Questionnaires Analyses 77
3.1. Analysis of sales and marketing executives’ interviews
78
and questionnaires
3.2. Analysis of travel agents’ Questionnaire 96
3.3. Analysis of guests’ Questionnaire 102
118
4. General Discussion
CHAPTER FOUR: SUMMARY AND RECOMMENDATIONS 123
1. Summary 124
2. Recommendations 128
132
REFERENCES
APPENDICES 146
ARABIC SUMMARY
List of Tables
Table Page
1 Specifications of the three star hotels 16
2 The circles of relationship marketing on the web 56
3 Distribution of Cairo three star hotels 60
4 Breakdown of Egypt hotel capacity (rooms)

according to category, 2003 69
5 Breakdown of Cairo hotel capacity (rooms)

6 Occupancy rates of Cairo three star hotels (1999-
2003) 71
7 Cairo three star hotels residents by segment (1999-

2003) 74
8 Availability of sales and marketing department in

Cairo three star hotels 76
9 Market segmentation adoption in the investigated

hotels 78
10 Application of particular pricing policy 79

11 Base of pricing policy 79
12 Price flexibility in the tested hotels 80
13 Ranking price-flexibility policies 80
14 Ranking price-flexibility policies in percentages 81

Table Page
15 Ranking distribution channels of the tested sample 82
16 Ranking distribution channels of the sample as

percentages 83
17 The problems facing the hotels during dealing with
the travel agents 84
18 Ranking the problems facing the hotels during

dealing with the travel agents 84
19 Ranking the promotional mix tools 86
20 Ranking the promotional mix tools as percentages of

the maximum possible score 86
21 Ranking advertising media 87
22 Ranking advertising media as percentages of the

maximum possible score 88
23 Ranking public relations tools 89
24 Ranking public relations tools as percentages of the

maximum possible score 89
25 Availability of the web site on the Internet 90
26 Ranking the major benefits of the Internet 91
27 Ranking the major benefits of the Internet as

percentages of the maximum possible score 91
28 Intervals of updating web site 92

Table Page
29 Ranking drawbacks of the Internet marketing 93
30 Ranking drawbacks of the Internet marketing as

31 Relationship marketing implementation 95
32 Quality of hotel services as evaluated by the travel

agents 96
33 Hotel price flexibility as evaluated by the travel

agents 97
34 Availability of discounts as described by the travel

agents 98
35 The relationship between the travel agents and the

investigated hotels 99
36 Problems facing the travel agents 99
37 Ranking the problems facing the travel agents 100
38 The previous stay of the sample in Cairo three star

hotels 102
39 Number of the sample previous staying in Cairo three

star hotels 102
40 The purpose of the respondent’s visit 103
41 Quality of hotel services as evaluated by the guests 104

Table Page
42 The opinions of the sample about the prices in Cairo

three star hotels 105
43 Reasons for the hotel choices 106
44 Ranking the reasons for the hotel choices as

45 Acquaintance of respondents about Cairo three star

hotels 108
46 Ranking the promotional mix tools according to

guests perception 109
47 Ranking the promotional mix tools perception as

48 Ranking advertising media according to the guests’

perception 111
49 Ranking the used advertising media expressed as

50 Ranking sales promotion tools according to the

guests perception 112
51 Ranking sales promotion tools according to guests

perception as percentages of the maximum possible
score 113
52 Evaluating of guest satisfaction 114

Table Page
53 The gender of the investigated guest sample 114
54 The marital status of the investigated sample 115
55 Age categories of the respondents 115
56 Professions of the respondents 116

List of Figures
Figure Page
1 Hotel products, segmented by facility service levels 5
2 Breakdown of Egypt hotel capacity (rooms)
3 Breakdown of Cairo hotel capacity (rooms)

4 Average of occupancy rates of the three star hotels in
Cairo (1999-2003) 72
5 Occupancy rates of the three star hotels in Cairo
(1999-2003) 73
6 Cairo three star hotels residents by segment (1999-

2003) 75
7 Availability of sales and marketing department in

Cairo three star hotels 77
8 Ranking price-flexibility policies in percentages 82
9 Ranking distribution channels of the sample as

percentages 83
10 Ranking the problems facing the hotels during
dealing with the travel agents 85
11 Ranking the promotional mix tools 87
12 Ranking advertising media 88

Figure Page
13 Ranking public relations tools 90
14 Ranking the major benefits of the Internet 92
15 Ranking drawbacks of the Internet marketing 95
16 Quality of hotel services as evaluated by the travel

agents 97
17 Ranking the problems facing the travel agents 101
18 The purpose of the respondent’s visit 103
19 Quality of hotel services as evaluated by the guests 105
20 Ranking the reasons for the hotel choices as

21 Acquaintance of respondents about Cairo three star

hotels 109
22 Ranking the promotional mix tools perception as
23 Ranking the used advertising media expressed as

24 Ranking sales promotion tools according to guests
perception as percentages of the maximum possible
score 113
25 Age categories of the respondents 116
26 Professions of the respondents 117

INTRODUCTION
INTRODUCTION
The hospitality industry includes hotels, restaurants, and
other institutions that offer shelter and food to people. These
institutions also provide heat, light and power; cleaning &
maintaining the premises; and preparing & serving food in a
way that pleases the guests. The hospitality industry is
developing a lot all over the world. The hospitality industry
becomes one of the most important industries. Every county
try to improve its tourism industry revenues.
Early lodging systems were shaped by transportations

systems and patterns of destinations. In our increasingly
affluent civilization, however, guest needs and preferences
play an increasing part in shaping the way lodging is
segmented. In the past, only the rich people who can travel and
they were staying in luxury hotels. But, after the development
of transportations, the budget segment of guests grows and
extends. So, the number of mid-market and budget hotels
grows also all over the world. The three star hotels is one of
these segments.
Three star hotels in Cairo comprise 18.3 percent of the

breakdown of Cairo hotel capacity (rooms). There are 48 three
star hotels in Cairo. The number of three star hotels are
lactated in Cairo downtown is 32 hotels and 26 of them are
located in Cairo suburban (Egyptian Hotel Association, 2003).
The long-term survival of a hotel operating in a

competitive environment depends on its ability to satisfy
customers’ demand efficiently and effectively. So successful
hotels at all levels have one thing is common: These hotels are
strongly customer focused and heavily committed to the
marketing policies. These hotels share a complete dedication
to understand and satisfy the needs of customers in well-
defined target markets.
The marketing policies are relatively permanent

activities designed to carry out the hotel’s goals, they are the
guidelines of the marketing decisions concerning with
marketing mix (Product, place, promotion, and price) and the
new trends of marketing such as Internet marketing and
relationship marketing.
The present research tries to investigate the adopted

marketing policies in the three star hotels in Cairo, and then
gives some recommendations in order to help these hotels
properties properly deliver their services in a way that meets
the goals and expectations of both of management and
customers.
CHAPTER ONE
REVIEW OF LITERATURE
CHAPTER ONE: REVIEW OF LITERATURE
1. Hotel Industry
Hotel industry is made up of companies that provide
overnight accommodation to the traveling public, often in
combination with food, beverages, entertainment, recreation,
and meeting facilities (Renner, 1994).
The hotel industry is so broad an endeavor world wide,
divided into so many pieces, that a single definition is not
practicable. A single theme is not apparent, and an accurate
measurement is not possible (Vallen and Vallen, 1996).
Nevertheless, many declare it to be among the world’s largest
industries. Undoubtedly, hotel industry is a major segment of
the international economy. As a major component of world
tourism, it helps drive the economy engines of developing
countries and accounts for a great deal of investment dollars.
Medlik and Ingram (2000) added that hotels play an

important role in most countries by providing facilities for the
transaction of business, for meetings and conferences, for
recreation and entertainment. In that sense hotels are as
essential to economies and societies as are adequate transport,
communication and retail distribution systems for various
goods and services.
2. Hotel Classification
Many researchers have covered hotel classification;

each one of them has a different point of view; Foster (1992)
indicated that the basic hotel properties types are
traditional hotels, motels, resorts, convention hotels,
resident hotels, and bed and breakfast inns.
There are different ways to classify hotels. One way is
by location, such as center city, suburb, airport, highway, or
destination resort. Another way is by type of property or
product; for example, casino hotel, convention hotel, or all
suite hotel. The example of this system could be seen in the
following segmentation described by Gee et al., (1997).
U.S. Lodging Industry
Full-Service Limited-Service
Casino HoteL Club-Court Hotel
Mid Tier, Core Product

Economy Hotel
Luxury Hotel Microtel
Boutique Hotel Residential Hotel

Resort Condo Hotel
Spa Hotel All-Suite
Convention Hotel Bed and Breakfast
Conference center
All-Suite Hotel
Figure (1) Hotel products, segmented by facility

service levels
Source: Gee, C.Y (1997) p.339.
For many customers, a meaningful classification is one
based on price, with the presumption that price is related to the
quality of facilities and service provided. Price-based
classification is more or less the system adopted by different
countries, for example, in USA; hotels are categorized as
economy or budget, standard or mid-scale, first class or
deluxe. This is shown in previously mentioned classification
stated by Gee et al., (1997).
The classification of hotels as stated by Gee (1994) is
more formal in Europe and other parts of the world. It is based
on star rating system. This star rating system seems the best
established and its adoption is increasing, the idea for star
classification was borrowed from the rating system used for
brandy; the higher the number of stars (to a maximum of five),
the better the brandy. In the case of hotel stars are assigned
according to the quality of restaurants, rooms, amenities, and
service. For instance, a five star is usually a deluxe hotel with
top restaurants, fine service, and rooms with private baths. A
first class hotel rating with one, two, or three stars would
actually be one of tourist or medium range, comfortable with
average or above average service; some rooms will have
private baths. A second-class, would be unlikely to merit any
stars. In Egypt such hotels are supervised and controlled by the
local government authorities not by the Ministry of Tourism.
Powers and Barrows (2003) classified the hotels by
function into:
• Convention hotels
• Commercial hotels
Commercial Hotels
Commercial hotels cater primarily to business clients.
Amenities offered can range from free newspapers and
morning coffee to computer terminals in the guestrooms. The
hotel will usually have room service, a coffee shop, and a
formal dining room (Latin, 1987). There may be a cocktail
lounge. Laundry valet service, uniformed service, concierge
service, a ticket office, gift shops, and professional medical
and dental service may all be available. Swimming pools,
saunas, and health clubs are sometimes provided. Although the
primary market for these hotels is the business traveler, many
individual tourists, tour groups, and small conference groups
use them as well.
Commercial hotel is a term that used to refer to a
specialized property, that is, one that caters to business
travelers. The term dates from the early twentieth century,
when a number of newly constructed hotels were designed to
accommodate single business travelers, providing the types of
rooms and services that would appeal to these anticipated
guests. In recent years, as the mix of travelers has changed, the
term has come to have less significance. Today, there are
probably no hotels that accommodate only “commercial”
guests; most cater to a more varied clientele (Dittmer and
Griffin, 1997).
Baker et al., (2000) agreed with Dharmaraj (2002) that
the commercial hotels receive guests who mostly visit on
business. As these hotels cater primarily to people who visit a
place for business, they are located in important industrial
centers, large towns and metropolitan cities.
Powers and Barrows (2003) added that commercial
hotels located in downtown areas. They have many
advantages. They are near the large office complexes and retail
stores; by day, they are near business destinations; and by
night, they are close to many of a large city’s entertainment
centers. Commercial hotels almost always command higher
rates. The higher rate is needed to offset the higher land cost
and to cover the cost of whatever public facilities they might
have.
3. Marketing
There are many definitions of marketing, reflecting the
fact that marketing is a complex subject with diverse origins.
Despite, this complexity, marketing is a subject of great
importance; it represents the interface between the
organizations and the consumers.
Many definitions exist with differing emphases on the
process of marketing, the functional activities that constitute
marketing and the orientation (or philosophy) of marketing.
For example, the Chartered Institute of marketing defines it as
“the management process for identifying, anticipating, and
satisfying customer requirements profitably” (Wilson and
Gilligan, 1997).
According to the definition that stated by Knowles
(1998) marketing is “a philosophy of business which states
that the customers want and need for satisfaction is the
economic and social of a company’s existence”.
Kotler and Armstrong (2001) defined marketing as
“managing markets to bring about exchanges and relationships
for the purpose of creating value and satisfying needs and
wants”.
A slightly longer but conceptual similar definition of
marketing was proposed by the American Marketing
Association (AMA) which defined Marketing as “the process
of planning and executing the conception, pricing, promotion,
and distribution of ideas, goods, and services to create
exchanges that satisfy individuals and organizational goals”
(Hsu and Powers, 2002).
4. Marketing Policies
The term policy has long been a standard part of
familiar business vocabulary. Policy is a dependent decision,
in that the decision-maker has specified a particular response
to a defined set of circumstances whose nature is well
understood although their occurrence cannot be specified in
advance. Conversely, a strategy is a statement of the action to
be adopted under a state of partial ignorance, where all the
alternatives cannot be recognized and stated in advance of the
need for a decision. It follows, that under this definition the
implementation of policy may be delegated whereas the
implementation of strategy cannot, as it depends upon the
exercise of judgment by the decision-maker himself. He
cannot pre-define the situation, or the response, in advance
with sufficient clarity to permit delegation (Baker, 1985).
The policies are “the formal rules and guidelines that

direct all of the actions an organization takes” (Reid, 1989).
The relative structure of different organizations will determine
the extent to which a formal policy structure exists. Some
organizations are established with a minimum of formal policy
structure and managers are relatively free to make decisions,
while others are highly structured and the corporate policies
dictate the framework within which decisions can be made.
But strategy is a pattern or plan that integrates an
organization’s major goals, policies, and action plans.
Strategies that are well formulated will help the organization
maximize its resources and will guide it to a unique and viable
position within its competitive environment
Davies (1995) indicated that policies are “standing
decisions rules, which give guidance to those with executive
responsibility on acceptable and unacceptable types of action”.
Worsam and Wright (1995) explained that policies are

derived from the mission. Each functional area is guided by
one or more policies; they need to be consistent with the
agreed mission statements and to be consistent with each
other.
Strategy is the fundamental pattern of present and
planned resource deployments and environmental interactions
that indicates how the organization will achieve its objectives
(Buttle, 1997). Strategy differs from both policy and tactics.
Policies refer to those more or less permanent constraints or
conditions, which impose upon decision-making. For instance,
it may be policy to spend no more than 4 percent of last year’s
sales revenues on this year’s advertising or to review prices
twice a year. These are decision rules in which no flexibility is
allowed. Tactics differ from policy and strategy. Tactics are
short-term decisions made when implementing strategy for
marketing objectives to be achieved within a given timeframe.

activities designed to carry out strategies and the limitations
within which the marketing department will operate and the
guidelines for the selection of marketing mix variables (the 4
Ps). This include site location requirements, budgetary limits
for the marketing department, the desired image or position,
and the company's general philosophy toward its marketing
efforts, such as focusing on new product development, product
quality or consistency, or promoting to drive sales. General
management will work with the marketing department to set
marketing policies (Reich, 1997). But marketing action plan
details how the marketing strategies will be carried out. It can
be organized according to the 4 P’s or simply by what will be
done, when it should be accomplished, who will be responsible
for it, and how much it will cost. It should also include any
other planning or implementation parameters or guidelines
necessary to increase the chances of success.
5. Market Segmentation
At a fundamental level an organization’s marketing
objectives become a decision about which products or services
they are going to deliver into which markets. It follows those
decisions about the markets to be serviced. The segmentation
process is therefore central to marketing policies formulation
(Drummond and Ensor, 1999).
Market segmentation is the process of dividing a total
market into market groups consisting of people or
organizations with relatively similar product needs (Kotler et
al., 2003). The purpose of market segmentation is to enable a
marketer to design a marketing mix that more precisely
matches the needs of consumers in a selected market segment.
A market segment consists of individuals, groups or
organizations with one or more similar characteristics that
cause them to have relatively similar product needs. The main
rational for segmentation heterogeneous markets is that a
company is better able to develop a satisfactory marketing mix
for a relatively small portion of total market than to develop a
mix meeting the needs of people.
Bases of Market Segmentation
Market segmentation results from the isolation of
characteristics that distinguish a certain group of consumers
from the overall market. The four commonly used bases for
segmenting consumer markets are geographic segmentation,
demographic segmentation, psychographic segmentation, and
benefit-related (Boone and Kurtz, 1992).
Market can be segmented or subdivided into many different
ways. Nykiel (1997) indicated that the segmentation bases for
hospitality establishments are numerous but the most
important are the following:
¾ Geographic segmentation. Geographic segmentation is

the division of a market generally by region, zone, state,
district, and postal zip code zones.
¾ Demographic segmentation. It the categorization of

consumers by like characteristics such as sex, age,
income, home ownership, marital status, occupation,
and education.
¾ Benefit and need segmentation. It divides a market

into groups of consumers on the basis of the benefits
they seek, the needs they expect to satisfy, and, in some
instances, the factors they hope to avoid.
¾ Psychographics segmentation. It is a method of

subdividing a market based on like needs and
psychological motivations of consumer groups.
Psychographics segmentation along with benefit and
need segmentation provides insight into the
psychological aspects of buyer behavior.
6. Marketing Mix
Once the hotel has decided on its overall competitive
marketing strategy, it is ready to begin planning the details of
marketing mix, one of the major concepts in modern
marketing. According to Hutchings (1995) marketing mix
involves so many business functions that organizations find it
necessary to apply all these activities in a systematic way. The
most convenient method has proved to be grouping the
fundamental principles into the 'Four Ps'. The four Ps consist
of key concepts which can be defined and linked to the 'four
As' in the following way:
• Product - what is being offered to the market and

provides acceptability.
• Place - how and where the product reaches the market
and provides availability.
• Promotion - information the customer about the product
and providing awareness.
• Price – establishing an exchange value for the product,
which provides affordability?
The marketing mix as defined by Churchill & Peter
(1998) is “the combination of strategic tools used to create
value for customers and achieve organizational objectives.
There are four primary tools or elements in a marketing mix:
product, price, placement, and promotion, these elements are
sometimes called "four P's"; a consistent mix of these elements
has been found to be most effective”.
Lazer & Layton (1999) stated that marketing mix
comprises the mix of controllable marketing variables that
companies offer to guests to satisfy those guests' wants and
needs. It refers to the totality of a hospitality company’s
offering to the market place. The marketing mix is the mix of
choices in each of the four primary decision areas that lie at
the core of a hospitality marketing system. These are the
product/service specification (including location), pricing,
network partnership, and promotion.
6.1. The Hotel Product

The product policy is of fundamental strategic
importance in marketing. It involves the organization identifies
its target markets, its products or offerings, although that a
policy will doubtless change over time according to market
dynamics. The product is the connecting part between the firm
and its customers. It is the focus of marketing mix decisions,
attention for all customers and for all activities in the firm
(Adcock et al., 1995).
Wearne (1996) indicated that matching the customer mix

with a carefully planned product mix is a series of critical
decisions to hospitality establishments. So that the hospitality
establishment should have completed market analysis and then
choose carefully its target markets to assure the success of the
establishment marketing decisions later.
Buttle (1997) defined the hotel product as “the set of
satisfactions and dissatisfactions, which a customer receives
from a hotel experience".
Also Buttle divided the satisfactions into physiological
satisfaction such as (full stomach, quenched thirst, comfortable
bed, warm and environment), economic satisfaction such as
(good value for money, rapid service, convenient location and
credit facilities), social satisfaction such as (enjoyable
company, attentive service), and psychological satisfaction
such as (enhancement of self-esteem, and security). Also
Buttle divided the dissatisfactions into controllable
dissatisfactions such as (dirty uniforms, unhelpful staff, greasy
spoons, or overcrowded conditions) and uncontrollable
dissatisfactions such as (behavior of other customers, or
seasonality of some menu items).
The hotel products are complex because of both the
tangible and tangible elements involved and the hotel product
mix should be designed to meet the needs of a number of
different market segments through range of diverse product
offers. For example, different kinds of suites, rooms and
restaurants should be available in the same hotel. Also
hospitality products involve the interaction of staff and guests
in a variety of situations, systems, and facilities. Such
interactions, which greatly affect guest response to hotel
products, are not easily controlled (Lazer and Layton, 1999).
The product means the need-satisfying offering of a firm.
The idea of “product” as potential customer satisfaction or
benefits is very important. Many business managers get
wrapped up in the technical details involved in producing a
product (Perreault and McCarthy, 1999). Most customers think
about a product in terms of the total satisfaction it provides.
That satisfaction may require a total product offering that is
really a combination of excellent service, a physical good with
the right features, useful instructions, a convenient package,
and perhaps even a familiar name that has satisfied the
consumer in the past.
Three Star Hotel Product
According to the specifications that stated by Egyptian
Ministry of Tourism (1997) there are items must be available
in three star hotels. Table (1) declares the specifications of the
three star hotels.
Table (1) Specifications of the three star hotels
Item Specifications
Building A separate building or apart of another building
provided that it has a separate entrance.
Location A good location
Entrance An entrance of guests & luggage and another for
personnel and goods.
Reception A 24 hours service reception hall.
Elevators Hotels of more than two floors must have
elevators.
Hot water Hot water in all rooms & public lavatories.
Private bathrooms At least 75% of the rooms must have a bathroom.
One public toilette at least for every 5rooms-
public lavatory for every 5 rooms having no
private bathrooms with a minimal limit of 2 of
each floor.
Bathrooms’ area The bathrooms’ area is about 4m².
Radio & in-house Radio & in-house music in all rooms, to be
music controlled from the bedside panel.
Internal telephones Telephones in all rooms for local phone-calls, and
calling facilities in public places.
Air condition A central air condition or air conditioning units in
all rooms & halls to provide a temperature range
of 18-25 degree.
T.V. sets. All rooms should contain a TV. set.
Salon’s & hall’s An area of 3.25 m² for each room.
rooms
Number of rooms Not less than 30 rooms.
Dinning halls A dinning room of an area about 1.75 m² for each
room should be available.
Bar A bar should be available.
Cafeteria A 16-hour service cafeteria should be available.
Parking A suitable parking area should be prepared.
Item Specifications
Furnishings Furnishing s suitable for the hotel’s class.
Laundry service Laundry service should be available.
Windows Double thick curtains over windows to prevent
light.
Bedrooms A single bed 90X195cms, a double bed
130X195cms a commode beside each bed.
Source: Ministry of Tourism. (1997), pp. 43-48.
Also the Ministry of Tourism (1997) stated other

specifications are recommended to be available in three star
hotels such as the following:
1- Telex & telephone services
2- Nightclub or a discotheque
3- Room service
4- Mini bar for each room
5- A beauty salon “ladies-gents”
6- Gift shop such as stationery for books, newspaper,
magazines & photographic equipment and an office for
touristic services
7- A dinning hall & a common room for the personnel
8- Medical services
9- Safes
10- Sauna and a gymnasium hall
6.2. The Price
Price is one of the four major variables a marketing
department control. Price-level decisions are especially
important because they affect both the number of sales a hotel
makes and how much money it earns.
Price is “the summation of all sacrifices made by a
consumer In order to experience the benefits of a product”
(Buttle, 1997).
Darymple and Parsons (2000) declared that pricing is a
critical job in the successful operation of for-profit and not-for-
profit organizations. Price is the primary element of the
marketing mix that generates revenue.
Kotler and Armstrong (2001) defined price as “the sum of
all the values that consumers exchange for the benefits of
having or using the product or service”. The price is the only
element in the marketing mix that produces revenues and the
only one of the marketing mix tools that a firm uses to achieve
its marketing objectives so that Price decisions must be
coordinated with product design, distribution, and promotion
decisions to form dependable and effective marketing
programs.
6.2.1. Pricing Objectives

Although the nature of the pricing objectives and their
implications for the final price charged can vary greatly, the
most commonly pricing objectives followed are survival,
return on investment, market stabilization, maintenance and
improvement of market position, meeting or following
competition, pricing to reflect product differentiation, market
skimming, market penetration, early cash recovery, or
preventing new entry (Wilson and Gilligan, 1997).
Perreault and McCarthy (1999) indicated that pricing
objectives should flow from and fit in with firm level and
marketing objectives. Pricing objectives should be clearly
stated because they are the bases of pricing policies and the
methods used to set prices. Perreault and McCarthy divided
possible pricing objectives into the following:
1. Profit-oriented objectives.
a- Target return
b- Maximize profits
2. Sales-oriented objectives
a- Sales growth
b- Growth in market share.
3. Other objectives
a- Meeting competition.
b- Nonprice competition.
6.2.2. General pricing approaches

Kotler and Armstrong (2001) stated that companies set
prices by selecting a general approach that includes one or
more of three sets of factors: the cost-based approach (cost-
plus pricing, break-even analysis, and target profit pricing); the
buyer-based approach (value-based pricing); and the
competition-based approach (going-rate and sealed-bid
pricing).
Cost-Based Pricing
Cost-Plus Pricing
The simplest pricing method is cost-plus pricing, adding

a standard markup to the cost of the product. Then the
producer’s cost per product is given by:
Unit Cost = Variable cost + (Fixed Costs / Unit Sales ).

Now the producer’s markup price is given by:
Markup price = Unit Cost/ (1-desired return on sales).
The operational difficulties of cost-plus pricing

approach are the problems of identifying and allocating the
product’s full costs. Still, markup pricing remains popular for
many reasons. First, sellers are more certain about costs than
about demand so that they do not have to make frequent
modifications as demand changes. Second, when all firms in
the industry use this pricing method, prices tend to be similar
and price competition will decrease. Third, many people feel
that cost-plus pricing is fairer to both buyers and sellers.
Sellers earn a fair return on their investment but do not take
advantage of buyers when buyer’s demand becomes great.
Break-even Pricing
Another cost-oriented approach is break-even pricing
(or a variation called target profit pricing). The firm can
determine the price at which it will break even or make the
target profit it is seeking. Break-even volume can be calculated
using the following formula:
Break-even volume = fixed cost / (price – variable cost ).
Value-based Pricing
Value-based pricing uses buyer’s perceptions of value
as the key to pricing. Price is set with the other marketing mix
variables before the marketing program is set. A firm using
value-based pricing must find out what value buyers allocate
to different competitive offers. The marketers who have
adopted value-pricing approach offer the right combination of
quality and service at a fair price.
Competition-based Pricing
One form of competition-based pricing is going-rate
pricing, in which firm bases its price largely on competitors
prices, with less attention paid to its own costs or to demand.
Going-rate pricing is popular, yields a fair return, and prevents
price wars, especially when demand elasticity is hard to
measure. Another form of competition-based pricing is sealed-
bid pricing, in which firm bases its price on how it thinks
competitors will price rather than on its own costs or on the
demand. The firm thinks that to yield profits it should price
less than other firms.
Demand-based Pricing
The term market demand covers a broad range of factors
to be considered in any pricing decision. The appropriate term
for the consideration of all these factors is demand analysis.
Demand analysis should be a major portion of any feasibility
study because it is the most critical element in establishing a
market (Lewis et al., 1995).
Demand is a function of people, or the kind of people
who make up a population. A young population demands one
type of product; older people demand another (Hsu and
Powers, 2002). Although price is partly a result of demand, it
should be noted that demand is partly determined by price.
When hotel rooms cost the same on weekends as they did
during the busy weekdays, hotels had very low weekend
occupancies. When weekend prices were cut dramatically,
occupancy in many urban-center hotels rose just as
dramatically an increase in demand.
6.2.3. Price Flexibility Policies
One of the first decisions a marketing manager has to
make is about price flexibility. Perreault and McCarthy (1999)
agreed with Berkowitz et al., (1986) that the price flexibility
includes to policies (one-price policy and flexible-price policy.
One-price Policy
A one-price policy means offering the same price to all
customers who purchase products under essentially the same
conditions and in the same quantities. The majority of USA
firms use a one-price policy mainly for administrative
convenience and to maintain goodwill among customers. A
one-price policy makes pricing easier. But a marketing
manager must be careful to avoid a rigid one-price policy. This
can amount to broadcasting a price that competitors can
undercut especially if the price is somewhat high. One reason
for the growth of mass merchandisers is that conventional
retailers rigidly applied traditional margins and stuck to them.
Flexible-price Policy
A flexible-price policy means offering the same product
and quantities to different prices. Various forms of flexible
pricing are more common now that most prices are maintained
in a computer database. Frequent changes are easier. Another
twist on this is more recent. Some marketing managers have
set up relationships with Internet companies whose ads invite
customers to “set your own price.
6.3. Distribution Channels
Marketing channel decisions are among the most
important decisions that management faces. A hotel’s channel
decisions are linked with every other marketing decision.
There are many firms have used distribution system to gain a
competitive advantage.
Berman (1996) defined distribution channel as “an

organized network (system) of agencies and institutions,
which, in combination, performs all the activities required to
link producers with users to accomplish the marketing task”.
Distribution channel is “any series of firms or
individuals who participate in the flow of products from
producer to final user or consumer” (Perreault and McCarthy,
1999).
Middleton and Clarke (2001) defined distribution
channel as “any organized and serviced system, paid for out of
marketing budgets and created or utilized to provide
convenient points of sale and/or access to consumers, away
from the location of production and consumption”.
6.3.1. Distribution Channel Functions

Berman (1996) indicated that there are five channel
member functions can be identified as the following:
• The sorting process (including breaking bulk,

contractual efficiency). Breaking bulk refers to the
wholesaler and retailer function of purchasing goods in
case lots and reselling them to their customers in smaller
quantities. Another important aspect of the sorting
process is contractual efficiency, which refers to a
producer reaches thousands of final consumers through
the sale of its product via a wholesaler and retailer.
• Mass distribution.
• Consumer contact. It refers to the task of meeting and

communicating with consumers.
• Credit. This credit function allows producers that sell

their products through wholesalers and retailers, to plan
their cash flows accurately.
• Market research. Channel members generate, collect,

and distribute important information to producers.
Wholesalers and retailers are a vital source of
information to producers for several reasons. First, they
are close to the market. Second, many channel members
sell the products of competing producers, which helps
them be a better judge of consumers reactions. Third,
point-of-sale systems enable wholesalers and retailers to
share timely data with producers.
Also Berman stated that there are other activities that
support the previous functions such as promotion, negotiation,
ordering, and payment.
Dubé and Renghan (2000) added that the distribution
channels play four key roles as the following:
1- Act as information brokers between the hotels and the
customers.
2- Make transactions by booking rooms and transferring
money;
3- Advice their customers;
4- Provide value-added services by integrate their customer
needs for hotels and other travel requirements.
According to Kotler, et al., (2003), the marketing
distribution channels perform many functions such as
information about marketing environment, promotion,
communicating with potential customers, matching the offers
with the customer’s needs, and negotiation on price and other
terms of the offer.
6.3.2. Hotel Distribution Channel Members

There are organizations that assist in the sale of
hospitality product offerings. They are in the business of
providing travel services to hospitality customers. They
essentially package and/or sell hospitality. These channels
(intermediaries) include the following:
Hotel Chains
A chain-operated hospitality establishment could be
simply defined as “two or more establishments that operate
under the same name ownership, and follow the same standard
operating procedures” (Brymer, 1998).
The properties in a hotel chains have the same sign and
achieves the same standard of services and facilities. However,
the ownership of those properties is actually very diverse (Hsu
and Powers, 2002). Some hotels with hotel management
company name are owned and operated by this company, but
most are owned by an investor group and managed under
management contracts. One of the chains’ major roles is to
provide advertising and sales representation, as well as a
reservation network, for their properties in various markets.
Franchising
With tourism in Europe expected to grow rapidly
between 1997 and 2012, there is a greater need to raise
customer awareness of the hotel brand through increased
presence and marketing activity. Franchising has increased
enormously since the mid-1970s within the hospitality
industry, spreading the market and giving new opportunities
for the hotel business (Knowles, 1998).
According to Lewis et al., (1995) franchising is the use
of an international firm name by someone else to sell that
product or service and create brand-loyal consumers.
International hospitality firms use the franchising to increase
its distribution networks, both to make more revenue and to
get the geographic presence. From a distribution stand point
there are two main advantages to the franchisee. First, it
automatically positions a hotel or restaurant in the marketplace
where customers already have an image. Second, for a lodging
property, franchising often provides an immediate reservations
network.
The international franchise association, the major trade
association, defines franchising as “a continuing relationship
in which the franchisor provides a licensed privilege to do
business, plus assistance in organizing, training,
merchandising, and management in return for a consideration
from the franchisee” (Khan, 1999).
Also Khan stated that there are mutually beneficial

relationship between the franchisor and the franchisee. There
are important advantages to franchisor, franchisee, and the
customer. For the franchisor, franchising provides a cost-
effective and systematic strategy for marketing and rapid
expansion with a minimum of financial investment. For a
prospective franchisee, it represents an opportunity to own and
operate business with a minimum of the risk of starting a new
business. A franchisee also benefits from consumer
recognition of the franchisor's trademark and products, less
operational costs and marketing mistakes. The franchisor
provides franchisee advertising, training, permanent
supervision, and assistance. For potential consumers,
franchising provides a way to receive high quality goods and
services.
Consortia
A common objective of lodging operators is to improve

occupancy and average room rates. The extent to which this
can be achieved may be limited by several factors: poor
location, staff deficiencies, lack of marketing, and failure to
optimize room sales and room rates (Brymer, 1998). These
factors can certainly have an adverse effect on occupancy and
revenue optimization. However, in today’s competitive chain-
dominant lodging market there is perhaps no greater
disadvantage than the mere independent, non-affiliated status
of a property owner. For this reason, many public and private
owned independent lodging operations find it advantageous to
affiliate with organizations, which can increase room-nights.
Increasingly, consortium is selected as the best option to
accomplish this.
According to Knowles (1996) the hotel consortium is
"an organization of hotels, usually but not necessarily owned
autonomously, which combine resources in order to establish
combined purchasing and trading arrangements and operate
marketing services". Consortia have many marketing functions
such as the following:
• Promotion. Consortia have a lot of promotional

activities, especially through the establishment of brand
names and image, plus logos, print media, and other
forms of communications.
• Distribution channels. Consortia manage distribution

channel to encourage hotel sales through travel
agencies, and tour operators. The main function of a
hotel consortium is often to establish and operate a
central reservation system.
• Product and price. These are elements of the

consortium's activities that it cannot manage in the same
way as chains. Consortia have a little control over
product and price.
The hotel consortia affords several advantages to members
such as, collective advertising and promotion, central
reservation system, co-operative financing, group recruitment
and training, better representation, economies in purchasing
and brand image development (Buttle, 1997).
Hotel Representatives
The hotel representatives are a channel of distribution
that used by independent properties that may have limited
sales or reservations networks and the chains may also use
representatives to improve their regional sales efforts. They
become a part of the worldwide reservations and global
distributions systems. They print an annual directory including
all hotels, with detailed information on their services and
facilities, and print other marketing collateral such as special
programs, newsletters, and flyers. They also make good public
relations and advertising campaigns on behalf of their member
hotels (Lewis et al., 1995).
Kotler et al., (1996) agreed that hotel representatives is
often more effective for hotels to hire a hotel representative
than use their own salesperson, specially when the market is a
far one and cultural differences may make it hard for an
outsider to penetrate the market. Hotel sales representatives
should not represent the competitors. They receive a straight
commission, a commission plus a salary, or a combination of
both.
Tour Operators (Wholesalers)
Tour operators regard hotels as one of the raw materials

necessary to create a marketable product, the others being
transport, transfers, food, insurance, and activities/transactions.
Tour operator (wholesaler) specializes in organizing
tour packages, which are marketed to the public through a
network of retail travel agents. Tour operators do not deal
directly with the consumer unless they also operate at the retail
level. Most large tour operators have retail divisions (Gee et
al., 1997).
Tour operators provide complete travel programs for
groups or individuals to every segment, by all kinds of
transportation modes. Today tour operators try to appeal
youthful and mature audiences not only the groups of senior
citizens as the past (Brymer, 1998). Tour operators are
different from travel agents and individual suppliers in that
they plan, arrange and market pre-established packages at a set
price that include (to varying degrees) transportation, lodging,
educational opportunities, recreation, meals, and
entertainment. They make their profit from operations and/or
buying other accommodations, meals, and necessary services
at discount rates. Through volume buying power, they can
offer competitive rates.
Travel Agents
One way of reaching a geographically diverse
marketplace is through travel agents. The travel agent is “an
agent middleman, acting on behalf of the client, making
arrangements with suppliers of airlines, hotels, and tour
operators and receiving a commission from the supplier”
(McIntosh et al., 1995).
Whenever a travel agent books airlines, bus, or rail
tickets, hotel reservation, or a tour package, the agency receive
a commission so that most hotels pay commissions to travel
agencies (Foster, 1995). Fifty to ninety percent of hotel's
revenues are derived from commercial travel. In their dealings
with travel agents, lodging establishments are more informal
and less regulated than the airlines. Many hotels contribute in
computer reservation systems, permitting lodging reservations
to be made at the same terminal that is used to sell airline
tickets. When a travel agent books a hotel reservation by
computer, a special discount is sometimes paid.
Hotels send collateral material and hotel news, including
updates about hotel packages, promotions, and special events
to travel agents. Hotels also invite travel agents to special
events to visit the hotel on familiarization tours (fam trip).
Airlines assist with fam trips by providing free airfare. The
hotel can direct the promotional campaigns at travel agents
through travel agent publications (Kotler et al., 1996).
Schulz (1994) indicated that the most problems facing
hotels and travel agents are the following:
• Commission Payments. From the travel agent’s point of

view, the problem of commission payments involves
three dimensions: making slow payments, not allowing
agents to sell the full range rooms and rates available,
and making changes in reservations.
• Disclosure. Some hotels wrongly believe that they are in
competition with travel agents. They negotiate rates
directly with the customers. Also the relationship
between the hotels and travel agencies when the hotel
staff blames the agent for lost reservations or inaccurate
bookings.
• Rebooking. Hotel policies also damage that relationship

when they allow room classes and rates to be changed at
the front disk, thereby cutting the agent out of the
process.
Vivian Deuschl regarded that “We sense agents want to
sell hotels, but the hotels haven’t done a good enough job in
discriminating what their products is, so, in the mind of the
agent, mid-scale hotels are all the same and luxury hotels are
the same” (Dubé and Renghan, 2000).
Dubé and Renghan (2000) added that each of Ritz-
Carlton and Marriott have proactive attempts to differentiate
their products and services for intermediaries in another terms
the value that hotels create for guests and to improve financial
incentives or educational programs to help travel agencies to
be effective and profitable in their business.
6.3.3. Factors of Determining the Selection of Channel

Members
Holloway and Plant (1992) stated that there are three
key factors, which a principal must bear in mind when making
this choice:
• Cost.
• Control.
• Level of service
Schafer et al., (1999) reported that there are dimensions of
distribution channel quality:
• Assurance. Assurance refers to employees' knowledge

and courtesy and the ability of the firm and its
employees to motivate trust and confidence.
• Reliability. Reliability refers to the ability of the service

provider to perform the promised service dependably
and accurately.
• Responsiveness. Responsiveness refers to the willing to

assist customers and to provide prompt service. This
also involves the notion of flexibility and the ability to
customize the service to customer needs.
• Empathy. Empathy refers to the caring, individualized

attention provided to customers, including personal
knowledge of the customer's issues and needs.
• Tangibles. Tangibles refer to the appearance of physical

facilities, equipment, personal, and communication
materials.
• Value-added services. Value-added services refer to

those services, which offer a competitive point of
difference as a means of meeting end-users' needs.
• Product line. Product line breadth and depth can also

impact distribution selection decisions.
The firms will loss a lot of things if one or more of their
intermediaries always appeared dirty, inefficient, or
unpleasant. The firms vary in their ability to attract qualified
intermediaries. Whether the firm fined it easy or difficult to
recruit intermediaries, they should at least determine what
characteristics of its intermediaries, they should evaluate the
number of years in business, other lines carried, growth and
profit record, financial strength, cooperativeness, and service
reputation (kotler, 2003).
6.4. Promotion
Modern marketing calls for more than just developing a
good product, pricing it attractively, and making it available to
target customers. Hotels must also communicate with current
and prospective customers, and what they communicate should
not be left to chance.
According to Belch and Belch (1995) promotion is “the
coordination of all seller-initiated efforts to set up channels of
information and persuasion to sell goods and services or
promote an idea”.
Wearne (1996) defined promotion as “the
communication process that uses information persuasively
presented to achieve a positive customer response”.
Perreault and McCarthy (1999) stated that Promotion is

communicating information between seller and potential buyer
or others in the channel to influence attitudes and behavior.
The marketing manager’s main promotion task is to tell target
customers that the right product is available at the right place
at the right price.
Promotional Mix
The promotional mix is concerned with various means
of communication with actual and potential customers.
According to Pride and Ferrel (1999) the promotional

mix is “a combination of promotional methods used to
promote a specific product. The four elements of promotional
mix are advertising, personal selling, public relations, and
sales promotion”.
Kotler and Armstrong (2001) defined promotional mix
as “the specific mix of advertising, personal selling, sales
promotion, public relations and direct-marketing tools a
company uses to pursue its advertising and marketing
objective”
Advertising
Hotels must do more than make good products services
they must inform consumers about service and product
benefits and carefully position products in consumers’ mind.
To do this, they must skillfully use the advertising.
The advertising is the lifeblood of an organization.
Without advertising, the products or services cannot flow to
the distributors or sellers and on to the consumers or users
(Jefkins and Yadin, 2000).
According to Shaw and Morris (2000) the advertising is

indirect, non personal communication to potential customers
through various media including radio, television, newspapers,
billboards, and the like. Advertising provides an opportunity to
reach large audiences and, at the same time, to inform them
that the establishment has the right product, at the right time, at
the right place, and at the right price.
The advertising is a strategically important field of
managerial decision-making, which may have a vital impact
on a firm's competitive advantage and financial performance.
Advertising aimed at making service tangible to potential
customers by promising a benefit or providing a solution to a
problem, differentiating a product or a service from that of the
competition or capitalization on word of mouth (Israeli et al.,
2000). There are two opposing views, explaining the role of
advertising. The first view suggests that advertising yields
market power. A firm that uses effective advertising will foster
brand loyalty, which decreases the price sensitivity of
customers, weakens the competitive standing of competitors
and may provide a barrier to potential new entrants. The
opposing view suggests that advertising is mainly a method for
informing customers of products or services. This information
may increase consumers' price sensitivity and enable new
entrants to communicate their attributes to the market.
Retailing tycoon John Wanamaker once said, “I know
that half of my advertising doesn’t work. The problem is, I
don’t know which half” (Lodish, 1999).
Lodish (1999) developed a model for measuring the
effectiveness of television advertising. Companies which have
used the model have found it be a highly effective
management tool. Lodish tested a variety of common
perceptions about television advertising for consumer-
packaged goods. He found that many of the long-held
advantages about television advertising are not valid, leading
him to conclude that all television advertising must be tested
constantly to determine as precisely as possible what works
and what does not work. When television advertisements
worked, they produced considerable volume effects: a mean
increase of 18% in sales. He also found that effective
television advertising often had an impact that lasted for more
than two years. The impact and effectiveness emerged
surprisingly fast, typically within 6 months. Among his most
important findings was that brand or copy strategy must
change frequently.
There is a four-letter name: TiVo. TiVo is a technology,
which TV viewers can use both to record programs and to take
the commercials out of them. Although TiVo is catching on
more slowly than many observers had predicted, some
researchers suggest that 50 percent of all US households will
be using this or similar products to delete advertisements in
five years. Companies must find a way to use interactive
media like interactive TV, and the web to plan more effective
ways of reaching target audiences. There are two reasons for
focusing on interactions consumers, the first. Now that the
customers are gaining greater control over the media they use,
the second reason for focusing on interactions is economic
(Zeisser, 2002).
Nykiel (1999) reported that there are sound creative
and technical practices should be available in a good
advertising such as the following:
• A good advertising should have a primary or principal

purpose, be it to persuade, remind, or inform.
• Successful advertising cannot be successful without
clearly identifying the target audience.
• Selection the appropriate media.
• Good advertising requires full in-depth participation
during the creative process.
• Knowing where and when to place the ad.
• The fulfillment or follow-through of the promises made
and expectations created by the advertising is essential.
Morgan and Pritchard (2000) suggested that good
advertising is based on good research and planning, as well as
creativity and skilful media buying. Effective ads are founded
on:
• Producing a tightly defined, research-based advertising
brief.
• Precisely targeting the audience.
• Harnessing creative energy.
• Being interesting, surprising and relevant.
• Inventing permanent image.
• Perfecting timing.
• Having a consistent approach.
• Appearing effortless.
The good advertising should have high production
values, in particular they have:
• Skilful design.
• Beautiful photography.
• Good composition.
• Great writing
• Excellent layouts, which are not too busy.
Personal Selling
Promotion is communicating with potential customers,
personal selling is often the best way to do it. Almost every
hotel can benefit from personal selling.
Personal selling is “direct, person-person, oftentimes
face-to-face, interaction with a prospective customer” (Shaw
and Morris, 2000).
According to Czinkota et al., (2000) personal selling is
“person-to-person communication in which a seller informs
and educates prospective customers and attempts to influence
their purchase choices”.
The salesperson plays a key role in providing the

consumer with information about such products to reduce the
problems involved in purchase and use. The importance of
personal selling also is determined to a large degree by the
needs of the consumer. In the case of pure competition (a large
number of small buyers with complete market knowledge of a
homogeneous product), there is little importance of personal
selling (Peter and Donnelly, 1995).
Personal selling is a powerful two-way form of
communication. It allows as interactive relationship to be
developed between buyer and seller in which the seller can
modify the information presented in response to the needs of
the audience (Palmer, 1998). Personal selling allows for the
development of friendship between buyer and seller, which
can be an important element of a relationship marketing
strategy. It can also be powerful in creating a feeling of
responsibility by the customer to the sales-person, thereby
helping to bring about a desired response.
According to Jobber (1995) the main responsibility of a
sales person is to increase sales. For order-getters this usually
involves the identification of customer needs, presentation and
demonstration, handling objections and closing the sale.
However, in order to generate sale successfully, many
salespeople carry out mix enabling functions. These are vital
for continuing sales success. These functions are the
following:
• Prospecting.
• Maintaining customer records and information
feedback.
• Providing service.
• Handling complaints.
• Self-management.
• Relationship management.
Belch and Belch (1995) stated that personal selling has
many responsibilities:
• Locating prospective customers.
• Determining customers’ needs and wants.
• Recommending a way to satisfy the customer's needs
and wants.
• Demonstrating the capabilities of the firm.
• Closing the sale.
• Following up and servicing the account.
Public Relations
Another major promotion tool is public relations. It
involves building good relations with the hotel’s various
publics by obtaining favorable publicity, building up a good
corporate image.
Institute of public relations defined public relations as
“the deliberate, planned and sustained efforts to establish and
maintain mutual understanding between an organization and
its public” (Palmer, 1998).
Davies (1998) declared that public relations involve
developing and maintaining harmonious relationships and
attitudes with any people connected directly or indirectly with
the business. The targeted audiences may include customers,
employees, management, distributors, shareholders, the media
and the government.
Public relations, perhaps the most misunderstood part
of marketing communications, can be the most effective
marketing tool. Marketing opportunities that go beyond
traditional ad campaign are limited only by the creativity of
the hotel public relations and marketing personnel (Miller,
1993).
According to Yeshin (1998) the public relations may, at
different times, fulfill a variety of different functions as the
following:
• Opinion forming.
• Counseling senior management.
• Connection with public officials.
• Framework the Communications policies.
• Enhance Community relations.
• Explain and secure support for the variety management
decisions, which will be taken.
• Create the publicity for the products and services that
the company provides.
• Ensure that the financial sector is provided with the
relevant and appropriate information upon which to base
their judgments.
• Creating the news.
• Manage the events.
• Creating business sponsorship.
Palmer (1998) agreed that that the tools of public
relations are best suited to creating awareness of an
organization or liking for its services and tend to be less
effective in directly bringing about action in the form of
purchase decisions. These tools are described below:
• Press releases. The creation and distribution of

press releases is often referred to as publicity. The
aim of publicity is to create over the longer term a
feeling of mutual understanding between an
organization and the media.
• Lobbying. Professional lobbyists are often employed

in an effort to inform and hence influence key
decision-makers who may be critical in allowing for
elements of a marketing plan to be implemented.
Lobbying can take place at a local level; at a national
level and at international level.
• Education and training. In an effort to develop a

better understanding and hence liking of an
organization and its services.
• Exhibitions. Most companies attend exhibitions not

with the intention of making an immediate sale, but
to create an awareness of their organizations, to offer
the chance for potential customers to talk face-to-
face with the representatives of the organization.
• In-house journals. Many services organizations

have developed their own magazines, which are
given to customers or potential customers. By
adopting a new-based magazine format, the message
becomes more believable than if it was presented as
a pure advertisement.
• Special events. In order to attract media attention,

organizations sometimes arrange an event, which is
in itself interesting and will create awareness of the
organization.
• Sponsorship. Sponsorship involves investment in

events or causes in order that an organization can
achieve objectives such as increased awareness level,
enhanced reputation etc.
Kotler and Armstrong (2001) added that public relations use
several tools:
• News. Professionals find or create favorable news

about the company and its products or people.
Sometimes news stories happen naturally, and some
times the PR person can suggest events or activities
that would create news.
• Speeches. Speeches can also create product and

company publicity. Increasingly, company
executives must field questions from the media or
give talks at trade associations or sales meetings, and
these events can either build or hurt the company's
image.
• Special events. Ranging from news conferences,

press tours, grand openings, and fireworks displays
to laser shows, hot air balloon releases, multimedia
presentations and star-studded spectaculars, or
educational programs designed to reach and interest
target publics.
• Written materials. Public relations people prepare

written materials to reach and influence their target
markets. These materials include annual reports,
brochures, articles, and company newsletters and
magazines.
• Audiovisual materials. Such as films, slide-and-

sound programs, and video-and audiocassettes, are
being used increasingly as communication tools.
• Corporate identity materials. It can help create a
corporate identity that the public immediately
recognizes. Logos, stationery, brochures, signs,
business forms, business cards, buildings, uniforms,
and company cars and trucks.
• Web site. A company's web site can be a good

public relations vehicle. Consumers and members of
other publics can visit the site for information and
entertainment.
Sales Promotion
Advertising and personal selling often work closely with
another promotion tool, sales promotion. Sales promotion
consists of short-term incentives to encourage the purchase or
sale of a product or service.
According to Belch and Belch (1995) sales promotion is
a direct inducement that offers an extra value or incentive for
the product to the sales force, distributors, or the ultimate
consumer with the primary objective of creating an immediate
sales.
Baker (1999) defined sales promotion as marketing
activities usually specific to a time period, place or customer
group, which encourage a direct response from consumers or
marketing intermediaries, through the offer of additional
benefits.
Wearne (1996) agreed that sales promotion has many
benefits:
• Addresses specific needs and opportunities.
• Establishes relationships with customers and the
public.
• Appeals to basic human motivation.
• Involves people who may not otherwise be
customers.
• Generates word-of-mouth advertising.
• Can show the place in a different light and helps
to reposition the product in people's mind.
• Can solve weekly and seasonal down period.
• Prices can be submerged into add-on value.
• Raises staff morale.
Czinkota et al., (2000) explained that sales promotion is
well suited for accomplishing the following ten tasks:
1. Facilitating the introduction of new products to the trade.
2. Obtaining trial purchases from consumers.
3. Stimulating sales force enthusiasm.
4. Stimulating sales of mature brand.
5. Increasing merchandize space.
6. Neutralizing competitive advertising and sales
promotion.
7. Holding current users by encouraging repeat purchasing.
8. Increasing product usage by loading consumers.
9. Preempting competition by loading consumers.
10. Reinforcing advertising.
According to Perreault and McCarthy (1996) there are
different types of sales promotion tools for different targets:
1. Sales promotion tools for final consumers or users,
which include (banners, sample packages, calendars,
coupon, and various points of purchase materials).
2. Sales promotion tools for middlemen include which
include ((price/or merchandise allowances, promotion
allowances).
3. Sales promotion tools for own employees include

which include (contests, bonuses on sales or new
accounts, and holding sales meetings at fancy resorts to
raise everyone's spirit).
Kotler and Armstrong (2001) explained that there is
many tools can be used to accomplish sales promotion
objectives. These Tools of the main consumer, trade, and
business promotion follow:
1. Consumer promotion tools include:
• Samples: Sample is a small amount of a product offered

to consumers for trial. Sampling is the most effective-
but most expensive way to introduce a new product.
• Coupons: Coupons are certificates that give buyers a

saving when they purchase specified products.
• Price packs: (also called cents-off deals) offer

consumers savings off the regular price of a product.
The firm directly on the label or package marks the
reduced prices.
• Premiums: premiums are goods offered either free or at

low cost as an incentive to buy a product, ranging from
toys included with kids’ product to phone cards,
compact disks.
• Advertising specialty: Advertising specialties are useful

articles imprinted with an advertiser’s name as gifts to
consumers.
• Patronage reward: Patronage rewards are cash or other

awards offered for the regular use of a certain firm’s
products or services.
• Point-of-purchase promotion: Point-of-purchase
promotions include displays and demonstrations that
take place at the point of purchase or sale.
• Contests, sweepstakes and games: Contests,

sweepstakes and games give consumers the chance to
win something, such as cash, trips, or goods, by luck or
through extra effort
2. Trade promotion tools include:
• Discount: Discount is a straight reduction in price on

purchase during a stated period of time.
• Allowance: Allowance is promotional money paid by

the firm to retailers in return for an agreement to feature
the firm’s products in some way.
3. Business promotion tools include:
• Conventions and trade shows: Many firms and trade

associations organize conventions and trade shows to
promote their products. Vendors receive many benefits,
such as opportunities to find new sales leads, contact
customers, introduce new products, meet new
customers, sell more to present customers, and educate
customers with publications and audiovisual materials.
• Sales contest. Sales contest is a contest salespeople or

dealers to motivate them to increase their sales
performance over a given period. Sales contest
motivate and recognize good firm performers, who may
receive trips, cash prizes, or other gifts.
7. Direct Marketing
Direct marketing refers to a system of marketing by
which organizations communicate directly with target
customers to generate a response or transaction may take the
form of an inquiry, a purchase, or a vote (According Belch and
Belch, 1995).
Mass marketers have typically required reaching masses

of buyers with a single product and a standard message
delivered through the mass media. Under this mass marketing
model most marketing involve one-way connections aimed at
consumers, not two-way interactions with them (Kotler and
Armstrong, 2001). In contrast, direct marketing consists of
direct connections with carefully targeted individual
consumers to both obtain an immediate response and improve
customer relationships. Direct marketers communicate directly
with customers, often on a one-to-one, interactive basis. Using
detailed databases, they tailor their marketing offers and
communications to the needs of closely defined segments or
even individual buyers.
7.1. The Internet

The Internet may be the most important development of
the last years. This is a computer network linking many of the
world’s computers and allowing the transfer of electronic mail,
software, private data files, and web pages. People now turn to
the Internet in the way they used to turn libraries,
encyclopedias, newspapers, magazines, catalogues, brochures,
travel agents, ticket agents, weather map, governmental
pamphlets or even physician, for advice (Theobald and
Dunsmore, 2000).
According to Feinstein and Stefanelli (1999) noted
five reasons why hospitality operators should communicate
online:
1. Electronic communication (EC) provides immediate
connectivity.
2. EC has become a great tool for empowerment.
3. The most accurate and up-to-date information available
is online information.
4. EC encourages and improves the development of
professional relationships in the hospitality industry.
5. Customer can be acquired online.
A number of surveys have reported a strong
preference for the Internet as a hotel information source and
as a hotel-booking medium. As early as 1996 the Hotel
Industry Marketing Group (HMG) warned, "Hotels must not
ignore the Internet as a key source of business in the future"
(Gilbert and Powell-Perry, 2002).
High-level encryption, digital signatures and other
security technologies allows a website to be used as a
medium of business communication, with the prospective
customers to significantly modify the nature of the travel
industry (Liman, 2004). By protecting the links with
industry counterparts such as retail travel agents and
corporate clients, a hotel can safely transmit seasonal room
rates and other confidential information to potential
customers, reducing dependence on traditional
intermediaries. Instant reservation confirmation eliminates
the need for block booking of rooms, giving hotels the
flexibility to adjust rates to actual market demand.
7.1.1. Internet as a Distribution Channel
The Internet allows prospective customers to learn
about and hotel facilities and to compare prices without
directly interacting with a hotel's representatives. For some
customers, it is the first and only channel consulted when
booking hotel accommodations. As software improves and
the speed of telecommunications picks up, an increasing
number of guests will use this channel. Thus, the Internet
represents a promising distribution channel for the
hospitality industry (Connolly et al., 1998).
Shenton (2002) stated that to persuade the travelers to

pay full room rate, the hoteliers must adopt a distribution
model, which focuses on two major areas, direct and indirect
web distribution. The indirect web site distribution is to search
and use search engines other than the website and is already
familiar to most hotel owners. Such as, establishing
relationships with online leisure travel services, corporate
services, meeting and event planner services, wholesalers and
discount companies, Internet reservation systems, hotel
directories, etc. direct web distribution involves actively
marketing by turning the hotel website into a 24 hour by 7 day
sales force, complete with booking engine, website
optimization, website functionality, customer e-mail and a
strong customer service component.
Salerno (2003) agreed with Price and Starkof (2003) that

the hotel web site is the vital "Direct Distribution Medium". It
provides the hotel with long-term competitive advantages by
decreasing dependence on intermediaries, online discounters
and traditional channels that may soon become out of date.
Any promising, sustainable, and defensible distribution
strategy must start at the hotel website. The direct-to-consumer
online distribution has the following benefits:
• The hotel web site puts the hotel in control of its
Internet presence and contact.
• The hotel web site prevents brand and price erosion.
• The hotel web site decreases dependence on online
discounters and intermediaries.
• The hotel web site is the shortest path to establishing
interactive relationships with customers.
• The hotel web site provides long-term opportunities to
benefit from the lifetime customer.
• The hotel web site is the least expensive way to
distribute hotel inventory directly to customers.
7.1.2. Internet as a Communication Tool

Gregory and Breiter (2001) agreed with Van Hoof and
Combrink (1998) reported that the Internet has already become
an important marketing and communication tool, and that
hotels that not have a significant presence on the Internet will
lose some of their competitive edge. . The biggest benefits of
Internet to hotels operations are that it helped in enhancing
marketing effectiveness and improving the customer
satisfaction levels. The marketing and advertising are the most
important benefits of the Internet.
stated that the Internet has provided an efficient and
effective way to communicate trough electronic mail, World
Wide Web pages, and chat room. A web site is a powerful
medium offering unique marketing, advertising, product and
service information and communication opportunities between
a business and its customers or potential customers. So,
lodging properties that do not have a presence on the Internet
may lose crucial business opportunities and put in danger their
competitive advantage.
The advertising is just one form of Internet marketing
communications. Internet web sites are often performing
significant customer support and communication functions.
Corporate web sites are also emerging as the most important
medium through which to start public relations initiatives. Of
course, corporate web sites are also used in direct e-mail
promotion and multi channel marketing campaigns
(Richardson, 2001).
Shenton (2002) reported that Promotion on the Internet
could provide almost immediate feedback of all hotel visitors’
activities. Once these visitors have entered through the virtual
front door do the hotel has product and services they need for
the price they are willing to pay? If the other ‘P’s” were chosen
intelligently then the Internet promotion ‘P’ will bring many
targeted visitors to the website.
7.1.3. Internet as a Method of the Online Auctions
Online auctions sites are trading communities where

people can buy and sell goods or services. The ability of
numerous buyers and sellers to collectively set prices for a
wide range of goods and services creates a dynamic pricing
model and represents an essential departure from the old fixed-
price model of the industrial age (Kasavana and Singh, 2002).
Mohammed et al., (2004) explained that dynamic pricing
is one of the most significant contributions the Internet and the
21s have made to price strategy. Dynamic pricing is a pricing
environment in which prices are not set but are fluid. The
Internet has enhanced the attractiveness of dynamic pricing in
two primary ways:
1- Decreased menu costs (prices can be easily changed).
2- Interactivity (easy for buyers and sellers to interact and
negotiate prices).
7.1.4. Web Site Design
Shenton (2002) agreed with Kasavana (2002) stated that
an industry web site should be designed to take advantage of
effective graphics and informative content. Web site design
should be suitable to the largest possible number of users.
There appear to be three Ms of web site design that help
summarize many important factors. The three Ms being:
Message, Magic, and Method. A web site's message must be
focused and provide meaningful information. The magic of a
web site is often dependent upon reliable and secure back-end
systems, text, graphics, audio, and assorted scripts. The site
must be interactive and may include animation and access to
critical databases. The method of a web site must feature a
creative layout and artistically pleasing graphics and design
features.
Wilson (2003) indicated that there are the 12 critical
website design decisions the company must face:
1- Determining the website's main purpose.
2- Determining the designer of the Web site.
3- Dividing the web site into logical sections.
4- Developing a site navigation system.
5- Giving the website an attractive 'Look and Feel'.
6- Building basic WebPages templates.
7- Constructing the site to be search engine friendly.
8- Write and fine-tune focused content pages.
9- Incorporating customer communication systems.
10- Creating and testing effective sales pages.
11- Conducting usability trials and incorporate changes.
12- Plan to maintain the site for the long term.
Tarasofsky (2003) explained that the hotel must be able to

establish a loyalty relationship with the users and quickly and
easily respond to their needs and wants. It is vitally important
that the users of the hotel's web site be able to access the
content they are looking for, and that, when they find it, it is
relevant to their needs. Using feedback to help modify and
update the site should enhance every user’s overall online
experience, increasing loyalty, frequency of use and overall
return on investment. But if the hotel doesn’t follow up and
always monitor and benchmark the hotel user’s experiences,
preferences, and intentions over time, the hotel runs the risk of
losing touch with the customer and the chances of them
returning to the hotel web site will be close to zero.
7.2. Relationship Marketing
The relationship marketing is a mutual interest between

company and customer. It is not a new concept. In fact, it is as
old as the trade itself. It is the demonstration of a deep and
permanent regard for the customer and this is displayed in the
product and services sold, in the interaction between company
and customer, company and potential customers, company and
suppliers, and so on. And in this case, the word company
encompasses every employee that represents that company. It
transcends the product or service being sold.
According to Cuccia (2001) the relationship marketing is

“the process of interacting with intermediary and end-user
customers, and developing personalized relationships based on
their needs”.
The relationship marketing is not about having a

"buddy-buddy" relationship with the customers. Customers
do not want that. Relationship Marketing uses the event-
driven tactics of customer retention marketing, but treats
marketing as a process over time rather than single
unconnected events (Novo, 2004). By molding the marketing
message and tactics to the Lifecycle of the customer, the
relationship marketing approach achieves very high customer
satisfaction and is highly profitable. Relationship marketing
process is usually defined as a series of stages, and there are
many different names given to these stages, depending on the
marketing perspective and the type of business.
7.2.1. Relationship Marketing Benefits
Kahn (2004) agreed with Bloom group (2001) that the

most frequently stated goal of relationship marketing is the
following:
• Selling more to current customers.

• Getting more revenue from customers through cross
selling and up selling.
• Increasing customer satisfaction, increasing customer
retention and loyalty.
• Increasing employee satisfaction.
• Increasing product profitability.
• Decreasing the cost of marketing.
• Reducing the cost of sales.
Lenskold (2003) agreed with Cuccia (2001) that with

the current industry maturity, hyper competition, market
saturation, and stock market instability. It is getting difficult to
find new markets, and new customers are coming increasingly
from competitor defections. It is more costly to acquire a new
customer than to retain an existing customer. Therefore, many
firms are focusing on customer retention. Relationship
marketing is found to increase customer loyalty and retention.
In fact, loyalty and retention are the metrics of relationship
marketing. Firms serious about relationship marketing
guarantee results by basing employee performance on
increasing customer retention and value.
CMO Consulting International (2002) reported that the
development of the relationship marketing practice has made
more and more people realize the importance of strong
customer relationship in building sustainable competitive
advantages in their market competitions and in generating
sustainable profits in the long term.
7.2.2 The Role of the Internet in Relationship

Marketing Practice
The web marketing isn't primarily a numbers game; it's

a people-serving activity. The company won't do very well at
web marketing until it begin to see the huge number of people
on the web as real individuals, each with needs, desires, and
preferences. If it can advance marketing as a way of helping
people meet their needs, it will not only have a much more
kind approach to people, but it will win many, many
customers. The earlier they approach, the stronger a
relationship it can build (Wilson, 1998). Table (2) declares the
five circles of relationship marketing on the Web as described
by Wilson.
Table (2) The circles of relationship marketing on the web
Area The firm goals

1 The World 1. Attract the customers’ attention
2. Get them to visit
2 The Community 1. Be a source of information helpful

2. Get them to visit
3 The Web site 1. Provide well, easy-to-find

information on the firm web site
2. Elicit an E-mail address
3. Leave a good taste in their mouth
Area The firm goals
4 The First-time 1. Get them back on the company web
customer site
2. Persuade them to purchase
3. Simple, efficient, and dependable
process
4. Return customers
5 The Regulars 1. Build a relationship

2. Value added
3. Service
4. Retention customers
Source: Wilson R.F. (1998)
Bonding brands with customers has always been about

building relationships. It has always been about taking
someone who knows little or nothing about a company or its
products and transitioning them to become a loyal user. In this
new world of e-branding, the Internet has become more than a
device or a simple line item on the communications budget. It
can now play a essential role in enhancing brand relationships
and corporate reputations (Chiaqouris and Wansley, 2001). It
offers a huge advantage over traditional mass media. The
speed people can move from awareness to action on the
Internet is a true differentiator and challenge for e-marketers.
This requires a new way of thinking about how to design Web
sites and related marketing communications.
Suresh (2002) agreed with Gilbert and Powell-Perry

(2002) that from the marketing prospective a major benefit of
the web is the greater degree of interactivity than other
communication media. It provides a useful tool in the hotels
adoption of micro marketing in this era of the individual and
Day and Hubbard (2002) reported that there are
considerable enthusiasms for using the Internet to tighten
customer relations and the Internet has major opportunities to:
• Encourage customer feedback and dialogue.

• Facilitate linking more points of customer contact
(which is the central appeal of customer relationship
management).
• Permit the personalization of marketing messages.
CHAPTER TWO
MATERIALS& METHODOLOGY
CHAPTER TWO:
MATERIALS AND METHODOLOGY
1. Population
The population of the research comprises the three star
hotels in Cairo. There are 48 three star hotels in Cairo. This
research will be focused on downtown hotels (commercial
hotels). There are 34 hotels located in Cairo downtown
(Appendix A shows three star hotels distribution in Cairo).
2. Hotel sample
The investigated hotels are determined after categorizing the
three star hotels in Cairo with respect to their function and
location. For this purpose hotels can be classified according to
Powers and Barrows (2003) into three main categories:
Downtown (Commercial) hotels

Airport Hotels
Suburban hotels
Cairo three star hotels are represented in table (3) according to
the previous three categories as follows:
Table (3) Distribution of Cairo three star hotels

Category Number Of hotels
34
Downtown Hotels
Airport Hotels 6
Suburban hotels 8
A preliminary survey done on the three hotel categories
indicated that the downtown (commercial) category is the
largest one; therefore the research will be conducted on the
downtown (commercial).
The questionnaire was directed to the sales and
marketing departments of three star hotels that located in Cairo
downtown. Only (11) hotels of the (34) hotels responded to the
directed questionnaire. Planned interviews were conducted
with the sales and marketing executives or the managers of
each of the responded hotels using a questionnaire form.
These hotels are:
1- Caroline Crillon Hotel
2- Fontana Hotel
3- Hormoheb Hotel
4- Horus House Hotel
5- Odeon Palace Hotel
6- Pharaoh Egypt Hotel
7- Raja Hotel
8- Salma Hotel
9- Swiss Inn Hotel
10- Victoria Hotel
11- Windsor Hotel
3. Research tools
Research tools are divided into six instruments and they are:
- The current situation of the three star hotels in Cairo
- Preliminary survey on all Cairo three star hotels.
- Pilot study
- Planned interviews with sales and marketing executives.

- Travel agents’ questionnaire.
- Guests’ questionnaire.
The current situation of Cairo three star hotels
This research is concerned with the marketing policies

in the three star hotels, so the statistics of Cairo three star
hotels will be analyzed.
These statistics concerned with the following:
• Breakdown of Egypt hotels capacity.
• Breakdown of Cairo hotels capacity.
• The occupancy rates of Cairo three star hotels.
• Residents of the three star hotels in Cairo.
Preliminary survey on all the three star hotels in Cairo
A preliminary survey was conducted on all the three star

hotels in Cairo to know the availability of sales and marketing
department in these hotels.
Pilot study
A pilot study was done in a sample of three star hotels in
Cairo and the questionnaire form was revised and adapted
according to the interviewees’ comment.
Planned interviews with sales and marketing
executives
Since this study is concerned with the marketing

policies in Cairo three star hotels, fourteen-questions
questionnaire was designed to recognize the marketing policies
adopted in Cairo three star hotels.
This questionnaire concerned with the following:
• The question number 1 focused on marker segmentation

adoption.
• The questions from 2 to 5 are concerned with the pricing

policy of Cairo three star hotels, the base of the price
policy, price flexibility, and the points taken into
consideration when applying flexible-price policy.
• The questions from 6 to 7 are dealt with the sales and

marketing department toward the distribution channels
policy and the problems that may face the three star
hotels during dealing with travel agents.
• The questions from 8 to 10 are concerned with the

promotion policies of Cairo three star hotels.
• The questions from 11 to 14 are focused on the Internet

marketing implementation.
• The question 15 is concerned with the relationship

marketing implementation.
Travel agents’ questionnaire
This study is concerned with the marketing policies in

Cairo three star hotels, so five-questions questionnaire was
designed to investigate the relationship between the travel
agents and the three star hotels in Cairo. The questionnaire was
directed to (40) travel agents in Cairo, all of them classified as
category ‘A’. Only (29) travel agents responded to the directed
questionnaire. Twenty-four forms of the respondents were
valid.
• The question number 1 is dealt with the travel agents’

opinions about the quality of service in Cairo three star
hotels.
• The question number 2 is concerned with the travel

agents’ opinions about the price flexibility in the three
star hotels in Cairo
• The question number 3 is focused on the travel agents’

opinions about the discounts on their reservations with
the three star hotels in Cairo
• The question number 4 is concerned with the travel

agents’ opinions about the relations between them and
the three star hotels in Cairo.
• The question number 5 is focused on the problems that

may face the travel agents during dealing with the three
star hotels.
Guests’ questionnaire
Since this study is concerned with one of the most

important managerial goals, sixteen questions questionnaire
was designed to identify the opinions of guests about the
marketing policies adopted in Cairo three star hotels. About
(500) forms were distributed, (392) forms are returned, and
336 forms of the respondents were valid.

previous stay in the three star hotel sin Cairo.
• The question number 3 is focused on the guests’

purpose of visit.
• The question number 4 is dealt with the opinions of

the guests about the service quality in Cairo three star
hotels.
• The question number 5 is concerned with the

opinions of the guests about the prices of the three star
hotels in Cairo.
• The question number 6 is concerned with the reasons

of guests’ hotel choices.
• The question number 7 is focused on how the guests

know about the three star hotels.
• The questions from 8 to 10 are concerned with

promotion policies’ preferences of the guests.
• The question number 11 is focused on relationship

satisfaction of the three star hotels’ guests.
personal data of the guests.
CHAPTER THREE
RESULTS & DISCUSSION
CHAPTER THREE:
RESULTS AND DISCUSSION
As mentioned in the second chapter (Materials and
Methodology) the current situation of Cairo three star hotels
, The preliminary survey on all Cairo three star hotels, planned
interviews that were conducted with sales and marketing
executives, travel agents’ questionnaire, and the guests’
questionnaire were distributed to investigate the marketing
policies adopted in Cairo three star hotels.
1. The current situation of Cairo three star hotels

With the down of a new millennium in a dynamic and
ever-changing world, statistics in general and numbers and
figures in particular, especially in the tourism field, have
gained importance as a source of information to establish a
data base to document various activities and to exploit trends,
preferences and opportunities.
The following tables represent the breakdown of Egypt
hotels capacity according to category, Breakdown of Cairo
hotels capacity according to category, occupancy rates of Cairo
three star hotels, and Cairo three star hotels residents by
segment.
Breakdown of Egypt hotels capacity according to category

The main purpose of this statistic analysis was to know
the Breakdown of Egypt hotels capacity according to category.
The statistic are illustrated in table (4) and demonstrated
graphically in figure (2).
Table (4) Breakdown of Egypt hotel capacity (rooms) according
to category, 2003
Category Units Rooms Percentage

5 stars 88 31831 26.2
4 stars 113 24261 20
3 stars 187 20171 16.6
2 stars 161 8500 7
1 star 108 3999 3.3
Under classification 226 32560 26.8
Total 883 121322 100
(Source: Ministry of Tourism (2003) P.64)
From the tabulated data, it could be seen that the three

star hotels (rooms) represent 16.6 percent of total hotel rooms
in Egypt.
5 stars
4 stars
3 stars
2 stars
1 star
Under classification
Figure (2) Breakdown of Egypt hotel capacity (rooms)

according to category, 2003
Breakdown of Cairo hotels capacity according to category
The aim of this statistic analysis was to identify

the breakdown of Cairo three star hotels. The statistic are
illustrated in table (5) and demonstrated graphically in figure
(3).
Table (5) Breakdown of Cairo hotel capacity (rooms) according

to category, 2003
Category Units Rooms Percentage
5 stars 23 11142 50.4
4 stars 14 2129 9.6
3 stars 48 4036 18.3
2 stars 35 1750 7.9
1 star 19 755 3.4
Under 13 2282 10.3
classification
Total 152 22094 100
(Source: Ministry of Tourism (2003) P.64)
From the tabulated data, it could be seen that the three

star hotels (rooms) represent 18.3 percent of total hotel rooms
in Cairo.
5 stars
4 stars
3 stars
2 stars
1 star
Under classification
Figure (3) Breakdown of Cairo hotel capacity (rooms)

according to category, 2003
The occupancy rates of Cairo three star hotels
This statistic was aimed to identify the occupancy rates

of Cairo three star hotels through 1999-2003. This statistic is
illustrated in table (6) and demonstrated graphically in figures
(4) and (5).
Table (6) Occupancy rates of Cairo three star hotels (1999-2003)

Year 1999 2000 2001 2002 2003 Average
Month
January 65 76 83 53 67 68.8
February 61 83 86 61 71 72.4
March 66 94 93 79 49 76.2
April 74 94 86 81 41 75.2
May 73 90 75 59 43 68
June 71 84 74 62 46 67.4
July 73 81 71 81 67 74.6
August 80 85 85 99 97 89.2
September 76 84 71 73 70 74.8
October 81 90 59 81 74 77
November 86 82 48 54 57 65.4
December 74 86 44 71 76 70.2
G. Average 73 86 73 71 63 73.2
(Source: Ministry of Tourism 1999- 2003)
From the results in table (6), it could be seen that

August is considered the peak period of Cairo three star hotels,
at the same time July, September, April, March, and October
are the shoulder periods of Cairo three star hotels. On the other
hand November, June, May, January, December, and February
are the low periods of Cairo three star hotels. Generally, the
average of occupancy rates of Cairo three star hotels is 73.2
percent.
90
80
70
60
50
40
30
20
10
November
February
August
January
July
June
September
October
December
March
May
April
Figure (4) Average of occupancy rates of the three star hotels in

Cairo (1999-2003)
Figure (5) Occupancy Rates of the three star hotels in Cairo
(1999-2003)
Residents of Cairo three star hotels
The aim of this statistic was to recognize the residents of

three star hotels in Cairo by segment. The statistic is illustrated
in table (7) and demonstrated graphically in figure (6).
Table (7) Cairo three star hotels residents by

segment (1999-2003)
Year 1999 2000 2001 2002 2003 Total Average
Segment
Egyptians 32670 45943 39893 40684 164104 323294 64659
Arabs 48188 60633 62544 63088 226591 461044 92209
East Europe
27153
40044 39177 22751 97168 226293 45259
North,
South
&West 71223
Europe 95620 91823 111174 491664 861504 172301
North
America 32357
36946 31078 30107 126848 257336 51467
South
22086
America 22716 22194 16207 67408 150611 30122
23097
25962 19633 19893 75148 163733 32747
25695
23593 21126 20278 64294 154986 30997
Africa
Australia
Total 282469 351457 327468 324182 1313225 2598801 519760
(Source: Ministry of Tourism 1999- 2003)
From the data, it is noted that the segment of North,

South and West Europe is the greatest one inflowing guests for
Cairo three star hotels, followed by Arabs, Egyptians, North
America, East Europe, Australians, Africans. South American
is the smallest one in Cairo three star hotels.
500000
450000
400000
350000
Egyptians
Arabs
300000
East Europe
250000 North, south &West Europe

North America
200000 South America
Africa
150000 Australia
100000
50000
0
1999 2000 2001 2002 2003
Figure (6) Cairo three star hotels residents by

segment (1999-2003)
.
2. A preliminary survey on all Cairo three star hotels
A preliminary survey was conducted on all Cairo three

star hotels. The purpose of this survey was to know the
availability of sales and marketing department in Cairo three
star hotels. The survey results are illustrated in table (8) and
demonstrated graphically in figure (7).
Table (8) Availability of sales and marketing department in

Cairo three star hotels
Category Hotels have sales & Hotels haven’t sales & Total
marketing dept marketing dept
Frequency Percentage Frequency Percentage
Downtown 23 67.6 11 32.4 34
Hotels
Airport 3 50 3 50 6
Hotels
Suburban 5 62.5 3 37.5 8
Hotels
Total 31 64.6 17 35.4 48
The survey indicated that the downtown hotels category

is the largest one and it performs marketing activities more
than the other categories.
70
60
50
40
30 Hotels have sales &

marketing dept
20 Hotels aven't sales
marketing dept
10
0 Downtown
Suburban
Airport Hotels
Hotels
otels
Figure (7) Availability of sales and marketing department in

Cairo three star hotels
3. Questionnaires Analyses
Data collected through the survey instruments (the
planned interviews with sales and marketing executives, travel
agents’ questionnaire, and guests’ questionnaire) will be
examined and analyzed. All results and figures reached are
based during summer of 2004.
3.1. Analysis of sales and marketing executives’

interviews and questionnaires
Question number 1: (Market segmentation adoption)

This question served as a means of exploring the
respondent’s orientation towards the intended issue. Table (9)
shows the answers of the sample of hotels under investigation.
Table (9) Market segmentation adoption in the investigated

hotels
Attribute Frequency Percentage

3 27.3
Yes
No 8 72.7
The answers revealed that 72.3 percent of the hotel

sample don’t segment their market and don’t adopt market
segmentation techniques, and 27.3 percent adopt market
segmentation techniques.
Question number 2: (Applying a particular policy for pricing)
This question was aimed to identify whether the
respondents apply a particular pricing policy or not. Table (10)
shows the answers of the sample under investigation.
Table (10) Application of particular pricing policy

9 81.8
Yes
No 2 18.2
The answers revealed that the majority of the tested

hotels adopt a particular pricing policy.
Question number 3: (The adopted pricing policy)
The main aim of this question was to determine the base
of pricing policy adopted in the investigated hotels. The
answers of the sample are illustrated in table (11).
Table (11) Base of pricing policy

5 45.45
Demand-based pricing
Cost-based pricing 2 18.2
Competition-based pricing 2 18.2
Value-based pricing - -
Other - -
The answers show that 45.45 percent of the investigated

hotels adopt demand–based pricing approach as a base of their
pricing policy, 18.2 percent adopt cost-based pricing approach,
and 18.2 percent adopt competition-based pricing approach.
But none adopt value-based pricing approach as a base of its
pricing policy.
Question number 4: (Price flexibility)
The purpose of this question was to illustrate whether the

surveyed hotel properties adopt flexible-price policy or not.
This issue is illustrated in table (12).
Table (12) Price flexibility in the tested hotels

Yes 9 81.8
No 2 18.2
The answers revealed that the majority of the tested

hotels adopt flexible-price policy.
Question number 5: (The points taken into consideration if
price-flexible policy adopted)
The aim of this question was to rank the points taken
into consideration when adopting price-flexible policy
according to the respondents’ perception. The answers are
illustrated in tables (13), (14) and demonstrated graphically in
figure (8).
Table (13) Ranking price-flexibility policies
Frequency Weighed score

Point of 1(least 2 3 4(Most 1 2 3 4 Total
preference important) important)
Time of 1 5 1 2 1 10 3 8 22
reservation/arrival
Number of - - 5 4 - - 15 16 31
reserved rooms
Duration of room - 4 3 2 - 8 9 8 25
reservation
Type of reserved 2 - - - 2 - - - 2
rooms
Type of payment 6 - - 1 6 - - 4 10
Other - - - - - - - - -
Table (14) Ranking price-flexibility policies in percentages
Attribute Score Percentage Ranking
Time of 22 24.4 3
reservation/arrival
Number of reserved 31 34.4 1
rooms
Duration of room 25 27.8 2
reservation
Type of reserved 2 2.3 5
room
Type of payment 10 11.1 4
Other - - 6
The results in tables (13) and (14) show that the sample
of hotels ranked number of reserved rooms as the most
important point, followed by duration of room reservation,
time of reservation/arrival, type of payment, and type of
reserved room was ranked as the least important.
35
30
25
20
15
10
resrvation
reserved
payment
Number of
Duration of
reservation
Type of
Type of
reserved
rooms
Time of
rooms
room
Figure (8) Ranking price-flexibility policies in percentages
Question number 6: (Ranking distribution channels)

The main purpose of this question was to rank the used
distribution channels by the investigated hotels. Distribution
channels are shown in tables (15), (16), and demonstrated
Table (15) Ranking distribution channels of the tested sample

Distribution 1(least 2 3 4(Most 1 2 3 4 Total
channel important) important)
Travel agents - - 3 8 - - 9 32 41
Tour 10 - - 1 10 - - 4 14
operators
The Internet 1 2 6 2 1 4 18 8 31
Hotel - 9 2 - - 18 6 - 24
representatives
Other - - - - - - - - -
Table (16) Ranking distribution channels of the sample as
percentages
Travel agents 41 37.3 1
Tour operators 14 12.7 4
The Internet 31 28.2 2
Hotel 24 21.8 3
representatives
Other - - 5
The answers revealed that the surveyed hotels ranked

travel agents as the most important distribution channel,
followed by the Internet, hotel representatives and finally tour
operators. These results are in agreement with that stated by
Foster (1995).
40
35
30
25
20
15
10
5
0
Tour operators
Travel agents
The Internet
representatives
Hotel
Figure (9) Ranking distribution channels of the sample as

percentages
82
Question number 7: (Problems facing the hotels during dealing
with the travel agents)
This question was aimed to rank the problems that may
face the tested hotels during dealing with the travel agents. The
answers are illustrated in tables (17), (18), and demonstrated
Table (17) Problems facing the hotels during dealing with the
travel agents

The problem 1(least 2 3 4(Most 1 2 3 4 Total
important) important)
Commission - - 1 10 - - 3 40 43
payments
Disclosure 1 6 3 1 1 12 9 4 26
Rebooking 2 4 5 - 2 8 15 - 25
Guests’ 8 1 2 - 8 2 6 - 16
dissatisfaction
Other - - - - - - - - -
Table (18) Ranking the problems facing the hotels during

dealing with the travel agents
Commission 43 39.1 1
payments
Disclosure 26 23.6 2
Rebooking 25 22.7 3
Guests’ 16 14.5 4
dissatisfaction
Other - - 5
40
35
30
25
20
15
10
0
Commission Disclosure Rebooking Guests'
payments dissatisfaction
Figure (10) Ranking the problems facing the hotels

during dealing with the travel agents
From the results shown, it is noted that the investigated

hotels ranked the commission payments as the most important
problem face them during dealing with travel agents and the
guests’ dissatisfaction as the least.
Question number 8: (Ranking promotional mix tools)
The aim of this question to rank the used promotional

mix tools by the surveyed hotels. This ranking of promotional
mix tools is illustrated in table (19), (20), and demonstrated
Table (19) Ranking the promotional mix tools
Promotion 1(least 2 3 4(Most 1 2 3 4 Total
tool important) important)
Advertising - - 5 6 - - 15 24 39
Public - - 6 5 - - 18 20 38
relations
Sales - 11 - - 22 - 22
promotion
Personal 11 - - - 11 - - - 11
selling
Table (20) Ranking the promotional mix tools as percentages of

the maximum possible score
Advertising 39 35.5 1
Public relations 38 34.5 2
Sales 22 20 3
promotion
Personal selling 11 10 4
The tabulated data revealed that the sample of hotels

ranked the advertising as the most important promotional mix
tool, then public relations, sales promotion and personal
selling was ranked as the least important.
40
35
30
25
20
15
10
0
Advertising Public relations Sales promotion Personal selling
Figure (11) Ranking the promotional mix tools
Question number 9: (Ranking advertising media)
The purpose of this question was to rank the used

advertising media by the investigated hotels. The answers are
illustrated in tables (21), (22), and demonstrated graphically in
figure (12).
Table (21) Ranking advertising media

Advertising 1(least 2 3 4(Most 1 2 3 4 Total
media important) important)
10 1 - - 10 2 - - 12
TV ads
Newspapers - 6 5 - - 12 15 - 27
and
magazines
Internet 1 3 3 4 1 6 9 16 32
Billboards - 1 3 7 - 2 9 28 39
Other - - - - - - - - -
Table (22) Ranking advertising media as percentages of the
maximum possible score
TV ads 12 10.9 4
Newspapers 27 24.5 3
and magazines
Internet 32 29.1 2
Billboards 39 35.5 1
Other - - 5
The answers revealed that the investigated hotels ranked

billboards as the most important advertising media, followed
by the Internet, newspapers and magazines and TV ads was
ranked as the least important.
40
35
30
25
20
15
10
0
TV ads Newspapers and Internet Billboards
magazines
Figure (12) Ranking advertising media

Question number 10: (Ranking public relations tools)
The main aim of this question was to rank the used

public relations tools by the sample of hotels. This ranking is
illustrated in tables (23), (24), and demonstrated graphically in
figure (13).
Table (23) Ranking public relations tools

Public 1(least 2 3 4(Most 1 2 3 4 Total
relations important) important)
tool
Press 3 1 - 1 3 2 - 4 9
releases
Special 1 8 - - 1 16 - - 17
events
Written - - 2 9 - - 6 36 42
materials
Audiovisual - 1 9 1 - 2 27 4 33
materials
Exhibitions 7 1 - - 7 2 - - 9
Other - - - - - - - - -
Table (24) Ranking public relations tools as percentages of the

maximum possible score
Press releases 9 8.2 4
Special events 17 15.5 3
Written 42 38.2 1
materials
Audiovisual 33 30 2
materials
Exhibitions 9 8.2 5
Other - - 6
From the results shown, it is noted that the tested hotels
ranked written materials as the most important public relations
tool, then audiovisual materials, special events, press releases
and exhibitions was ranked as the least important.
40
35
30
25
20
15
10
0
Press releases Special events Written Audiovisual Exhibitions
materials materials
Figure (13) Ranking public relations tools

Question number 11: (Website on the Internet)
This question was aimed to recognize whether the
surveyed hotel properties have a website on the Internet or not.
Table (21) shows the answers of the sample.
Table (25) Availability of the web site on the Internet

Yes 4 36.4
No 7 63.6
The results show that 63.6 percent of the investigated

hotels have not a web site on the Internet, and 36.4 percent of
them have a web site.
Question number 12: (The major benefits of the Internet)
This question was aimed to rank the major benefits of
the Internet according to the respondents’ perception. The
answers are illustrated in tables (26), (27), and demonstrated
Table (26) Ranking the major benefits of the Internet

The benefit 1(least 2 3(Most 1 2 3 Total
- 1 3 - 2 9 11
Communication
Distribution - 3 1 - 6 3 9
Online auctions 4 - - 4 - - 4
Other - - - - - - -
Table (27) Ranking the major benefits of the Internet as

percentages of the maximum possible score
Communication 11 45.8 1
Distribution 9 37.5 2
Online auction 4 16.7 3
Other - - 4
The tabulated data revealed that the sample of hotels

ranked the communication as the most important benefit of the
Internet, followed by the distribution and finally the online
auctions.
50
45
40
35
30
25
20
15
10
0
Communication Distribution Online auctions
Figure (14) Ranking the major benefits of the Internet
Question number 13: (Updating the web site)
The purpose of this question was to illustrate when the

sample of hotels under investigation updates their web site.
The answers are illustrated in table (28).
Table (28) Intervals of updating web site

Weekly - -
Every three weeks - -
Monthly - -
Every six months 1 25
Yearly 1 25
It doesn’t update its 2 50
web sit
The obtained results cleared that 2 hotels don’t updated
their web site, a response rate of 50%. One hotel is updated its
web site every six month, a response rate of 25%. One hotel is
updated its web site yearly, a response rate of 25%.
Question number 14: (Ranking drawbacks of Internet

marketing)
The Purpose of this question was to rank the drawbacks

of Internet marketing according to interviewees’ preferences.
This ranking of Internet drawbacks is shown in tables (29),
(30), and demonstrated graphically in figure (15).
Table (29) Ranking drawbacks of the Internet marketing

Drawback 1(least 2 3 4(Most 1 2 3 4 Total
Technical 3 1 - - 3 2 - 5
problems
Ownership of 4 3 - 1 4 6 - 4 14
consumers’
data
Security and 2 4 4 2 2 8 12 8 30
confidentiality
Maintenance - - 2 7 - - 6 28 34
and site
update costs
Lack of staff 2 3 5 - 2 6 15 - 23
knowledge
and training
Other - - - 1 - - - - 4
Table (30) Ranking drawbacks of the Internet marketing as
Technical 5 4.5 5
problems
Ownership of 14 12.7 4
consumer’s
data
Security and 30 27.3 2
confidentiality
Maintenance 34 30.9 1
and site update
costs
Lack of staff 23 20.9 3
knowledge and
training
Other 4 3.6 6
From the results shown, it is noted that the sample of

hotels under investigation ranked Maintenance and site update
costs as the most important drawback of Internet marketing,
followed by security and confidentiality, lack of staff
knowledge, training and ownership of consumer’s data and
finally technical problems.
35
30
25
20
15
10
knowledge and
and site update
confidentiality
consumers'data
Technical
Other
problems
Security and
Ownership of
Lack of stuff
Maintenance
training
costs
Figure (15) Ranking drawbacks of the Internet marketing
Question number 15: (Relationship marketing implementation)
The purpose of this question was to identify whether the

surveyed hotel properties implement relationship marketing or
not. The answers are illustrated in table (31).
Table (31) Relationship marketing implementation

Yes 3 27.3
No 8 72.7
The answers revealed that 72.7 percent of the surveyed

hotels don’t implement relationship marketing, and 27.3
percent of the surveyed hotels implement relationship
marketing.
3.2. Analysis of travel agents’ Questionnaire
Question number 1: (Quality of hotel services as evaluated by

the travel agents)
This question was aimed to identify the opinions of the

sample of travel agents about the quality of service in Cairo
three star hotels. The answers are illustrated in table (32) and
Table (32) Quality of hotel services as evaluated by the travel

agents

Fair 12 50
Good 11 45.8
Very good 1 4.2
Excellent - -
The answers revealed that half of the sample of travel

agents stated that the quality of service in Cairo three star
hotels is fair, 45.8 percent is good, 4.2 percent is very good,
and none of them stated that the quality of service is excellent.
50
45
40
35
30
25
20
15
10
0
Fair Good Very good
Figure (11) Quality of hotel services as evaluated by the travel

agents
Question number 2: (Hotel price flexibility as evaluated by the

travel agents)
The purpose of this question was to identify the

opinions of the investigated travel agents about whether three
star hotels adopt flexible-price policy, sometimes, or they
don’t adopt flexible-price policy. This is illustrated in table
(33).
Table (33) Hotel price flexibility as evaluated by the travel
agents

Yes 18 75
Sometimes 3 12.5
No 3 12.5
From the answers in table (33) it could be seen that the
majority of Cairo three star hotels adopt flexible-price policy.
This finding is in agreement with that stated in the results of
the question number 4 in the sales and marketing executives’
interviews.
Question number 3: (Availability of discounts as described by

the travel agents)
. This question was aimed to recognize whether the
surveyed travel agents get satisfactory discounts, sometimes,
or don’t get satisfactory discounts on their reservations with
Cairo three star hotels. The answers are illustrated in table
(34).
Table (34) Availability of discounts as described by the travel

agents

Yes 18 75
Sometimes 4 16.7
No 2 8.3
From the results shown, it is noted that the majority of

the tested travel agents get satisfactory discounts on their
reservations with Cairo three star hotels.
Question number 4: (The relations of the sample of travel

agents and Cairo three star hotels).
The purpose of this question was to illustrate whether

the surveyed travel agents have a good relations with Cairo
three star hotels or not. The answers are illustrated in table
(35).
Table (35) The relationship between the travel agents and the
investigated hotels

22 91.7
Yes
No 2 8.3
The obtained results cleared that the majority of the

sample of travel agents have a good relations with Cairo three
star hotels.
Question number 5: (Problems facing the travel agents during

dealing with Cairo three star hotels)
The aim of this question was to rank the problems that

may face the sample of travel agents during dealing with Cairo
three star hotels. The answers are illustrated in tables (36),
(37), and demonstrated graphically in figure (17).
Table (36) Problems facing the travel agents

The problem 1(least 2 3 4(Most 1 2 3 4 Total
Commission 14 4 5 - 14 8 15 - 37
payments
Disclosure 5 7 8 4 5 14 24 16 59
Rebooking 2 9 6 6 2 18 18 24 62
Guests’ 2 4 4 14 2 8 12 56 78
dissatisfaction
Other 1 - 1 - 1 - 3 - 4
Table (37) Ranking the problems facing the travel agents

Commission 37 15.4 4
payments
Disclosure 59 24.6 3
Rebooking 62 25.8 2
Guests’ 78 32.5 1
dissatisfaction
Other 4 1.7 5
The results in tables (36) and (37) show that the

investigated travel agents ranked Guests’ dissatisfaction as the
most important problem, followed by rebooking, disclosure
and finally commission payments as the least. This finding is
not in agreement with that reported in the results of question
number seven in the sales and marketing executives’
interviews whereas they ranked commission payments as the
most important problem, and dissatisfaction as the least.
35
30
25
20
15
10
0
Dissatisfaction
Commission
Rebooking
Other
Disclosure
payments
of guests
Figure (17) Ranking the problems facing the travel agents

3.3. Analysis of guests’ Questionnaire
Question number 1: (The previous stay of the sample in Cairo

three star hotels)
This question was aimed to identify whether the
respondents have stayed in three star hotels in Cairo or not.
The answers are illustrated in table (38).
Table (38) The previous stay of the sample in Cairo three star
hotels

328 97.6
Yes
No 8 2.4
The tabulated data revealed that the majority of the

respondents have stayed in three star hotels in Cairo.
Question number 2: (Number of previous staying times)
This question was aimed to identify the number of

previous stay times in Cairo three star hotels. The answers are
shown in table (35).
Table (39) Number of the sample previous staying in Cairo

three star hotels

1-2 times 126 38.4
3-4 times 155 47.3
More than 4 times 47 14.3
The results show that 47.3 percent of the respondents
stayed 3-4 times in Cairo three star hotels, 38.4 percent of
them stayed 1-2 times, and 14.3 percent of them stayed more
than 4 times in Cairo three star hotels.
Question number 3: (The purpose of visit)

This question was aimed to recognize purpose of
respondents’ visit. The answers are illustrated in table (40) and
Table (40) The purpose of The respondent’s visit

Business 160 47.6
Leisure 128 38.1
Culture 32 9.5
Other 16 4.8
From the answers in table (40), it could be seen that the

purpose of visit for 47.6 percent of the sample is business, 38.1
percent is leisure, 9.5 percent is culture, and 4.8 have other
purposes.
50
45
40
35
30
25
20
15
10
0
Business Leisure Culture Other
Figure (18) The purpose of the respondent’s visit

Question number 4: (Quality of hotel services as evaluated by
the guests)
The purpose of this question was to recognize the
opinions of the sample of guests about the service quality in
Cairo three star hotels. The answers are illustrated in table (41)
and demonstrated graphically in figure (19).
Table (41) Quality of hotel services as evaluated by the guests

Fair 96 28.5
Good 200 59.5
Very good 16 4.8
Excellent 24 7.2
The answers revealed that 59.5 percent of the sample of

guests under investigation stated that the quality of service in
Cairo three star hotels is good, 28.5 percent is fair, 7.2 percent
is excellent, and 4.8 percent is very good.
60
50
40
30
20
10
0
Fair Good Very good Excellent
Figure (19) Quality of hotel services as evaluated by the guests
Question number 5: (The opinions of the sample of guests

about the prices of Cairo three star hotels)
The aim of this question was to recognize the opinions
of the sample of guests under investigation about the prices of
Cairo three star hotels. The answers are illustrated in table
(42).
Table (42) The opinions of the sample about the prices in Cairo
three star hotels
Low 23 6.8
Suitable 176 52.4
High 137 40.8
From the tabulated data, it could notice that 52.4 percent

of the respondents indicated that the prices of Cairo three star
hotels are suitable, 40.8 percent is high, and 6.8 is low.
Question number 6: (Ranking the reasons of the sample for
guests’ hotel choices)
The aim of this question was to rank the reasons for the
respondents’ hotel choices according to the respondents’
perception. This is illustrated in tables (43), (44), and
Table (43) Reasons for the hotel choices

The 1(least 2 3 4(Most 1 2 3 4 Total
reason of
choice
144 24 23 32 144 48 69 128 389
Promotion
Quality of 96 56 105 72 96 112 315 288 811
service
Suitable 56 88 64 64 56 176 192 256 680
prices
Good 24 120 72 79 24 240 216 316 796
location
Hotel 16 48 63 80 16 96 189 320 621
reputation
Other - - 9 9 - - 27 36 63
Table (44) Ranking the reasons for the hotel choices as


Promotion 389 11.6 5
Quality of 811 24.1 1
service
Suitable prices 680 20.2 3
Good location 796 23.7 2
Hotel 621 18.5 4
reputation
Other 63 1.9 6
From the results shown, it is noted that the respondents
ranked quality of service as the most important reason for the
hotel choice, followed by good location, suitable prices, hotel
reputation, and finally promotion.
25
20
15
10
0
Quality of
Suitable
reputation
location
Other
Promotion
prices
Good
service
Hotel
Figure (20) Ranking the reasons for the hotel choices as
Question number 7: (Acquaintance of respondents about Cairo
three star hotels)
The aim of this question was to illustrate how the
respondents knew about Cairo three star hotels. The answers
are illustrated in table (45) and demonstrated graphically in
figure (21).
Table (45) Acquaintance of respondents about Cairo three star

hotels

Via travel agents 158 47
Via ads 103 30.7
Via tour operators 33 9.8
Via word-of-mouth 35 10.4
Other 7 2.1
The answers revealed that 47 percent of the respondents
knew about their properties via travel agents, 30.7 percent via
ads, 10.4 percent via word-of-mouth, and 9.8 percent via tour
operators.
50
45
40
35
30
25
20
15
10
0
Via travel Via ads Via tour Via Internet Other
agents operators
Figure (21) Acquaintance of respondents about Cairo three

star hotels
Question number 8: (Ranking the promotional mix tools)
The aim of this question was to rank the promotional

mix tools according to the respondents’ preferences. The
answers are shown in tables (46), (47), and demonstrated
Table (46) Ranking the promotional mix tools according to
guests perception
Promotional 1(least 2 3 4(Most 1 2 3 4 Total
tool important) important)
Advertising 167 33 56 80 167 66 168 320 721
Public 65 79 136 56 65 158 408 422 855
relations
Sales 22 104 90 120 22 208 270 480 980
promotion
Personal 82 120 54 80 82 240 162 320 804
selling
Table (47) Ranking the promotional mix tools perception as


Advertising 721 21.5 4
Public relations 855 25.4 2
Sales 980 29.2 1
promotion
Personal selling 804 23.9 3
From the results shown, it is noted that the sample of

guests ranked sales promotion as the most important
promotional tool, then public relations, personal selling, and
advertising as the least important.
30
25
20
15
10
0
Advertising Public relations Sales promotion Personal selling
Figure (22) Ranking the promotional mix tools perception as

Question number 9: (Ranking advertising media)
The purpose of this question was to rank the advertising

media according to the respondents’ perception. This ranking
of advertising media is illustrated in tables (48), (49), and
Table (48) Ranking advertising media according to the guests’
perception
Advertising 1(least 2 3 4(Most 1 2 3 4 Total
media important) important)
TV ads 168 46 80 32 168 92 240 128 628
Newspapers 39 120 71 95 39 240 213 380 872
and
magazines
The 32 87 104 105 32 174 312 420 938
Internet
Billboards 93 81 72 95 93 162 216 380 851
Other 4 2 9 9 4 4 27 36 71
Table (49) Ranking the used advertising media expressed as

TV ads 628 18.7 4
Newspapers and 872 26 2
magazines
The Internet 938 27.9 1
Billboards 851 25.3 3
Other 71 2.1 5
From the tabulated data, it could notice that the sample of

guests ranked the Internet as the most important advertising
media, followed by newspapers and magazines, Billboards,
and finally TV ads as the least important one.
30
25
20
15
10
0
TV ads Newspapers Billboards The Internet Other
and magazines
Figure (23) Ranking the used advertising media expressed as

Question number 10: (Ranking sales promotion tools)
The aim of this question was to rank the sales promotion
tools according to the investigated guests’ perception. The
answers are shown in tables (50), (51), and demonstrated
Table (50) Ranking sales promotion tools according to the

guests perception

Sales 1(least 2 3 4(Most 1 2 3 4 Total
promotion important) important)
tool
Discounting 78 30 24 198 78 60 72 792 1002
Premium 55 97 133 48 55 194 399 192 840
Coupons 111 87 88 49 111 174 264 196 745
Contests 86 118 89 38 86 236 267 152 741
and
sweepstakes
Other 6 4 2 3 6 8 6 12 32
Table (51) Ranking sales promotion tools according to guests

perception as percentages of the maximum possible score

Discounting 1002 29.8 1
Premium 840 25 2
Coupons 745 22.2 3
Contests and 741 22.1 4
sweepstakes
Other 32 0.9 5
The results revealed that the sample of guests under

investigation ranked discounting as the most important sales
promotion tool, followed by premium, coupons, and finally
contests and sweepstakes as the least important one.
30
25
20
15
10
0
Discounting Premium Coupons Contests and Other
sweepstakes
Figure (24) Ranking sales promotion tools according to guests

perception as percentages of the maximum possible score
Question number 11: (Satisfaction of relationship)

The aim of this question was to measure whether the
respondents are satisfied with relationship with Cairo three star
hotels or not. The answers are illustrated in table (52).
Table (52) Evaluating of guest satisfaction

Yes 286 85.1
No 50 14.9
The answers revealed that the majority of the

respondents are satisfied with the relationship with Cairo three
star hotels.
Question number 12: (The gender)
The aim of this question was to identify the sex of the
respondents. The answers are illustrated in table (53).
Table (53) The gender of the investigated guest sample
Male 219 65.2
Female 117 34.8
The answers revealed that 65.2 percent of the

respondents are males, and 34.8 percent of them are females
Question number 13: (The marital status)

The aim of this question was to identify the marital
status of the sample of guests. The answers are illustrated in
table (50).
Table (54) The marital status of the investigated sample

Single 113 33.6
Married 223 66.4
The answers revealed that 66.4 percent of the

respondents are married, and 33.6 percent of them are single.
Question number 14: (The age)

The purpose of this question was to identify the age
categories of the investigated guests. The answers are shown
Table (55) Age categories of the respondents

15-20 years 25 7.4
21-30 years 112 33.4
31-45 years 166 49.4
More than 45 33 9.8
From the tabulated data, it could notice that the category

of 31-45 years is the biggest one, followed by 31.45 years
category, and finally 15-20 years is the smallest.
50
45
40
35
30
25
20
15
10
0
15-20 years 21-30 years 31-45 years More than 45 years
Figure (25) Age categories of the respondents
Question 15: (The profession)

The purpose of this question was to identify the
professions of the surveyed guests. The answers are illustrated
Table (56) Professions of the respondents

Professional 143 42.5
Housewife 40 11.9
Student 41 12.2
Business man 105 31.25
Other 7 2.1
The results revealed that 31.25 percent of the

respondents are businessmen, 42.5 percent of them are
professionals, 12.2 percent of them are students, and 11.9
percent of them are housewives.
45
40
35
30
25
20
15
10
0
Student
Business man
Housewife
Professional
Other
Figure (26) Professions of the respondents

4. General Discussion
This discussion aims to focus on the indications of the
obtained data, and on the techniques of gathering this data,
which are:
- The analysis of the current situation of Cairo three star

hotels.
- The preliminary survey on all Cairo three star hotels.
- The planned interviews with sales and marketing
executives.
- Travel agents’ questionnaire.
- Guests’ questionnaire.
The analysis of the data revealed the following results:
The three star hotel rooms represent 16.6 percent of total

hotels (rooms) in Egypt. The three star hotels (rooms)
represent 18.3 percent of total hotel rooms in Cairo.
August is considered the peak period of Cairo three star

hotels, at the same time July, September, April, March, and
October are the shoulder periods of Cairo three star hotels. On
the other hand November, June, May, January, December, and
February are the low periods of Cairo three star hotels.
Generally, the average of occupancy rates of Cairo three star
hotels is 73.2 percent.
The segment of North, South and West Europe is the

greatest one inflowing guests for Cairo three star hotels,
followed by Arabs, Egyptians, North America, East Europe,
Australians, Africans. South American is the smallest one in
Cairo three star hotels.
About 65 percent of Cairo three star hotels have sales and

marketing department.
The majority of the investigated hotels don’t adopt
market segmentation techniques.
The majority of the tested hotels adopt a particular

pricing policy. There are 45.45 percent of these hotels adopt
demand–based pricing approach as a base of their pricing
policy, 18.2 percent adopt cost-based pricing approach, and
18.2 percent adopt competition-based pricing approach. But
none of them adopt value-based pricing approach as a base of
its pricing policy.
The majority of the tested hotels adopt flexible-price

policy. They ranked number of reserved rooms as the most
important point, followed by duration of room reservation,
time of reservation/arrival, type of payment, and type of
reserved room was ranked as the least important.
The pricing of the services of the investigated hotels is

considered a point of controversy, because 54.2 percent of the
guests think that they are suitable-priced, and about 41 percent
of the investigated guests believe that they are higher than
standard of services. However, there is consensus that the
pricing of hotel services in Cairo needs to be made in a
systematic and studied manner.
There is a conflict between the investigated travel agents

and the sample of hotels, despite having good relations with
each other. The travel agents ranked guest’s dissatisfaction as
the most important problem, then the commission payments as
the least. On the other hand the investigated hotels ranked the
commission payments as the most important problem, then the
guests’ dissatisfaction as the least.
The half of sample of travel agents stated that the
quality of service in Cairo three star hotels is fair, 45.8 percent
is good, 4.2 percent is very good, and none of them stated that
the quality of service is excellent.
There are 59.5 percent of the sample of guests stated

that the quality of service in Cairo three star hotels is good,
28.5 percent is fair, 7.2 percent is excellent, and 4.8 percent is
very good.
The purpose of visit for 47.6 percent of the sample is
business, 38.1 percent is leisure, 9.5 percent is culture, and 4.8
have other purposes.
The respondents of guests ranked quality of service as
the most important reason for the hotel choice, followed by
good location, suitable prices, hotel reputation, and finally
promotion.
There are 47 percent of the respondents knew about
their properties via travel agents, 30.7 percent via ads, 10.4
percent via word-of- mouth, and 9.8 percent via tour operators.
There is a conflict between the used promotion tools of
Cairo three star hotels and the guests’ perception. For example,
managers of these hotels ranked the advertising as the most
important promotional mix tool, followed by public relations,
sales promotion, and personal selling as the least important
one. On the other hand, the guests ranked sales promotion as
the most important promotional mix tool, followed by public
relations, personal selling, and advertising as the least
important one.
The investigated sample of guests considered the
Internet has a crucial role in advertising, then newspapers,
magazines, billboards and finally TV ads. But the tested hotels
gave the priority for billboards, then Internet, newspapers,
magazines, and TV ads as the least one.
The sample of guests ranked discounting as the most
important sales promotion tool, followed by premium,
coupons, and finally contests and sweepstakes as the least
important one.
The tested hotels ranked written materials as the most
important public relations tool, followed by audiovisual
materials, special events, press releases and exhibitions was
ranked as the least.
There is 36 percent of the investigated hotels use
websites on Internet for communication as the most important
benefit, followed by distribution, and online auction is the least
important benefit. At the same time half of them don’t update
their web sites.
Maintenance and site update costs is the most important
drawback of the Internet marketing, then followed by security
and confidentiality, lack of staff knowledge, training and
ownership of consumer’s data and finally technical problems.
About 73 percent of the tested hotels don’t implement
the relationship marketing, and 27.3 percent of them
implement the relationship marketing.
The majority of the guests are satisfied with Cairo three
star hotels’ relationship.
There are 31.25 percent of the guests are businessmen,
42.5 percent of them are professionals, 12.2 percent of them
are students, and 11.9 percent of them are housewives.
CHAPTER FOUR
SUMMARY & RECOMMENDATIONS
CHAPTER FOUR:
SUMMARY AND RECOMMENDATIONS
1. Summary
During the last decade and after the great development
of the transportations, the mid-market and budget segments of
the hotel guests grew and extended. So, the hotel industry has
to adapt to the market changes. It is very important to hotel
industry to pay attention to the mid-market and budget
customers and satisfy their needs and wants. The three star
hotels are one of these segments. The successful hotel
properties are strongly customer focused and heavily
committed to their marketing policies. These properties do
their best in order to understand and satisfy the needs of
customers in well-defined target markets.
activities designed to carry out the hotel’s goals, they are the
guidelines of the marketing decisions concerning with
marketing mix (Product, place, promotion, and price) and the
new trends of marketing such as Internet marketing and
The purpose of this research was to study one of the
most important managerial goals “Improving the Marketing
Policies Adopted in the Three Star Hotels”. A survey
instruments (executives’ interviews combined with travel
agents’ questionnaire, guests’ questionnaire, and analysis of
the current situation of Cairo three star hotels) had been
developed in order to assess the views of three star hotels
guests, travel agents, and sales and marketing executives for
identifying the marketing policies adopted in three star hotels.
This study focused on three star hotels located in Cairo
downtown. The research was conducted on (11) hotels of three
star hotels in Cairo. These are:
1. Caroline Crillon Hotel
2. Fontana Hotel
3. Hormoheb Hotel
4. Horus House Hotel
5. Odeon Palace Hotel
6. Pharaoh Egypt Hotel
7. Raja Hotel
8. Salma Hotel
9. Swiss Inn Hotel
10. Victoria Hotel
11. Windsor Hotel
The related literature was reviewed. The review of
literature is focused on the hotel industry, the classification of
hotels, commercial hotels, marketing, marketing policies, and
marketing mix that includes of the following:
Product
The product is what is being offered to the market and
provides acceptability. There are the specifications that stated
by Egyptian Ministry of Tourism. There are items must be
available in the three star hotels and items are recommended to
be available in the three star hotels.
Price
Price is the sum of all the values that consumers

exchange for the benefits of having or using the product or
service.
Distribution channels
Distribution channel is any series of firms or individuals

who participate in the flow of products from producer to final
user or consumer.
Promotion
Promotion is the communication process that uses

information persuasively presented to achieve a positive
customer response.
Direct Marketing
Direct marketing refers to a system of marketing by

which organizations communicate directly with target
customers to generate a response or transaction may take the
form of an inquiry, a purchase, or a vote. Direct marketing was
divided into Internet marketing and relationship marketing.
Internet marketing
The Internet may be the most important development of

the last years. This is a computer network linking many of the
world’s computers and allowing the transfer of electronic mail,
software, private data files, and web pages.
Relationship marketing
Relationship marketing is the process of interacting with
intermediary and end-user customers, and developing
personalized relationships based on their needs.
Survey instruments were distributed in Cairo. Planned
interviews were held with the sales and marketing executives
of the investigated hotels, the same questions were asked in a
form of a questionnaire and in the same sequence. Only (11)
hotels responded. The travel agent sample consists of (24)
travel agents. All of them are classified as a category “A”. The
sample of guests consists of (336) guests.
The data gathered from the sample of hotels under
investigation show that:
1) Fifty percent of travel agents and about thirty percent of
the sample of guests reported that the quality of service
in three star hotels in Cairo is fair.
2) Almost 41 percent of the sample of guests stated that the
prices of three star hotels in Cairo are high, but 52.4
percent of them are suitable according to three star
hotels’ standard of service.
3) Almost, travel agent is the only distribution channel to
the sample of hotels under investigation.
4) The percent of the hotels under investigation that
haven’t a web site on the Internet is 63.6 percent.
5) The percent of the hotels under investigation that don’t

implement the relationship marketing is 72.7 percent.
2. Recommendations
Based on the literature reviewed and the data gathered
from the field study, the recommendations of this research
could be divided into two sections: the first one is to Ministry
of Tourism and Egyptian Hotel Association; the second to the
three star hotels in Cairo.
2.1. Recommendations directed to Ministry of Tourism and

the Egyptian Hotel Association
1) Ministry of Tourism and the Egyptians Hotel Association

should set programs to develop the service quality of three star
hotels.
2) They should assist the three star hotels in getting their fair
share during the promoting tourism marketing plans and
international trade fairs.
3) They should make programs for training the sales and

marketing executives and general managers of three star hotels
in order to qualify them with the new trends of marketing and
hotel industry.
4) There is a great need to eliminate the unnecessary rate

reductions by setting the Ministry of Tourism and Egyptian
Hotel Association price limits according to the category.
2.2. Recommendations directed to sales and marketing
executives and managers of three star hotels in Cairo
1) Using market segmentation techniques and determining

which segments to deal with and at what percentages.
2) Human resource managers should develop recruitment
program that meet the operation’s needs of three star
hotels, take selection of the employees seriously,
develop a culture sensitive orientation and socialization
programs. Also they have to make training programs to
the employees of the hotel to ensure the standard of
service that satisfy the hotel guests.
3) Combination of three star hotels, number of them, or
with other categories of hotels into affiliation in order to
establish comined operate marketing services such as:
• Promotion, especially through the establishment

of brand name and image, plus logo, print media,
and other forms of communications.
• Distribution channels to encourage hotel sales

through travel agencies, and tour operators and
establish and operate a central reservation system.
4) Using sales promotion plans, especially during
November, June, May, January, December, and
February.
5) There is a great need to use the public relations that can
be the most effective marketing tool by creation of the
sales and marketing personnel and their public relations.
6) Corporate and businessmen segments are the best for
average occupancy rates increasing to the high average
purchasing power of these segments and the facilities
required as most of these segments guests, so some
aspects and services should be available to these
segments such as Fax machine, easy Internet access,
business center service.
7) Egyptians segment can compensate downturn in
occupancy rate in the low period.
8) Adopting Internet marketing through focusing on two
major areas:
• Direct web distribution. It involves establish a

website to the hotel and actively marketing by
turning the hotel wesite into a 24 hour by 7 day
sales force.
• Indirect web site marketing. It involves use search

engines, so that three star hotels in Cairo should
establish relationships with online travel agencies
corporate services, Internet reservations, and hotel
directories.
9) Integrating the traditional 4 P’s and the Internet
marketing of the hotel and using the hotel web site as a
marketing tool includes the marketing mix. The hotel can
use its web site to communicate with its guests, set prices
according to every customer, offer its facility and product,
reserve the hotel rooms.
10) It is recommended that the three star hotels have to use
the relationship marketing.
11) The three star hotels in Cairo can use their web sites to
make and reinforce the relationships with their customers.
12) Complaints and errors must be recorded and analyzed,

not just fixed and forgotten. These hotels should pay more
attention to guest comment forms.
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46-54.
• Wearne, N. (1996), "Hospitality Marketing”, 2nd ed.,
Butterworth-Heinemann Inc., Oxford, pp. 219, 278-280.
• Wilson, R.F. (1998), "Five Circles of Relationship

Marketing on the Web",
http:// www.wilsonweb.com/wmt4/issue51.htm
• Wilson, R.F. (2003), "12 Website Design Decisions

Your Business or Organization Will Need to Make
Correctly (or you'll have to do it all over within a year”,
http://www.wilsonweb.com/wmt8/Issue 126.html.
• Wilson, R.M.S. and Gilligan, C. (1997), “Strategic

Marketing Management”, 2nd ed., Butterworth-
Heinemann Inc., Oxford, pp. 3-4, 426-416, 442-444.
• Worsam, M. and Wright, D.B. (1995), “Marketing in

Management: Basic Principles”, 1st ed., Pitman
Publishing., London, p. 52.
• Yeshin, T. (1998), “Integrated Marketing

st
Communications”, 1 ed., Butterworth-Heinemann Inc.,
Oxford, pp. 254-256.
• Zeisser, M.P. (2002), “Marketing in a Post-TiVo

World”, http://www.marketingpower.com.
APPENDICES
APPENDIX (A)
(THE THREE STAR HOTELS
DISTRIBUTION IN CAIRO)
The Three Star Hotels Distribution in Cairo
According to the Egyptians hotel guide 2003 edited and

published by Egyptian Hotel Association, it is stated that Cairo
contains 48 three star hotels offering 4036 rooms (8072 beds).
These 48 three star hotels can be categorized as per

location into 3 main categories:
1) Downtown Hotels
1- Aman Hotel
2- Arc-ciel-Hotel
3- Cairo Khan Hotel
4- Cairo Uncle Sam Hotel
5- Carlton Hotel
6- Caroline Crillon Hotel
7- Concorde Hotel
8- Cosmopolitan Cairo Hotel
9- Fontana Hotel
10- Grand Hotel
11- Hamburg Hotel
12- Happy City Hotel
13- Havana Hotel
14- Hormoheb Hotel
15- Horus House Hotel
16- Indiana Hotel
17- Kanzy Hotel
18- King hotel
19- Longchamps Hotel
20- Marwa Palace Hotel
21- Mayorca Hotel
22- New Marwa Palace Hotel
23- New Star Hotel
24- Odeon Palace Hotel
25- Om Kolthom Hotel
26- Pharaoh Egypt Hotel
27- Pharaohs Hotel
28- President Hotel
29- Pyramids Hotel
30- Raja Hotel
31- Salma Hotel
32- Swiss Inn Hotel
33- Victoria Hotel
34- Windsor Hotel
2) Airport Hotels
1- Al Horreya Hotel
2- Beirut Hotel
3- Caesars Palace Hotel
4- Cairo Airport Hotel
5- Heliopark Hotel
6- Royal Crown Hotel
3) Suburban Hotels
1- Cairotel Hotel
2- Chateau des Pyramids Hotel
3- Mourgana Chalets
4- Pearl Hotel
5- Residence Hotel
6- Sakkara Country Club & Hotel
7-Sakkara Palm Club
APPENDIX (B)
(QUESTIONNAIRE FORMS)
Planned Interview with Sales and Marketing
Department Executives of Three Star Hotels in Cairo
Dear,
The present questionnaire is part of a master research
designed to investigate the marketing policies adopted in the
three star hotels in Cairo. All the responses will be treated in a
confidential way and only used for statistical purposes
Your contribution will be highly appreciated.
------------------------------------------
1- Do you segment your market?
Yes □ No □
2- Do you apply a particular policy for your property
services pricing?
Yes □ No □
3- If yes, on what base does this policy depend?
Demand-based pricing
Cost-based pricing
Value-based pricing
Competition-based pricing
Other, please specify…
4- Do you adopt flexible-price policy?

Yes □ No □
5- If yes, do you consider the following points please, rank
them in an ascending order from 1 (least important) to 4
(most important) according to their level of importance.
Time of reservation / arrival

Number of reserved rooms
Duration of room reservation
Type of reserved rooms
Type of payment
6- The following is a list of the hotels distribution channels.

Please, rank them in an ascending order from 1 (least
important) to 4 (most important) according to their level of
importance.
Travel agents
Tour operators
The Internet
Hotel representatives
Other, please specify …
7- The following is a list of the main problems that may
face your property during dealing with the travel agents.
important) to 4 (most important) according to the
importance of them.
Price discounts
Disclosure
Rebooking
Guests’ dissatisfaction
8- The following is a list of the promotional mix elements
that could increase the sales volume and create a good
image of your property. Please, rank them in an ascending
order from 1 (least important) to 4 (most important)
according to their level of importance.
Advertising
Public relations
Sales promotion
Personal selling
9- The following is a list of the advertising media. Please,

rank them in an ascending order from 1 (least important)
to 4 (most important) according to their level of
importance.
TV ads
Newspapers and magazines
Internet
Billboards
10- The following is a list of the public relations tools.

important) to 4 (most important) according to their level of
importance.
Press releases
Special events
Written materials
Audiovisual materials
Exhibitions
Other, please specify …
11- Have your property a web site on the Internet?
Yes □ No □
If no, transfer directly to the question number 13.
12- The following is a list of the major benefits of the

Internet? Please, rank them in an ascending order from 1
(least important) to 3 (most important) according to their
level of importance.
Communication
Distribution
Online auctions
13- When does your property update its web site?
Weekly Monthly
Every three months Every six months
Yearly It does not update its web site
14- The following is a list of major drawbacks of Internet

marketing. Please, rank them in an ascending order from
1 (least important) to 4 (most important) according to their
level of importance.
Technical problems
Ownership of consumers’ data
Security and confidentiality
Maintenance and site up-date costs
Lack of stuff knowledge and training
15- Did relationship marketing find its way for

implementation in your property?
Yes □ No □
Thank you, for y our cooperation
A Questionnaire Directed to the Travel Agents
A Questionnaire Form
Dear,
-------------------------------------
1- What is your opinion about the quality of the service in

three star hotels in Cairo?
Fair Good
Very good Excellent
2-Are there flexibility in pricing of three star hotels in

Cairo?
Yes Sometimes
No
3- Do you get satisfactory discounts on your reservations

with three star hotels in Cairo?
Yes Sometimes
No
4- Have you good relations with three star hotels in Cairo?

Yes □ No □
5- The following is a list of the main problems that may
face your property during dealing with three star hotels in
Cairo. Please, rank them in an ascending order from 1
(least important) to 4 (most important) according to the
importance of them.
Commission payments
Disclosure
Rebooking
Guests’ dissatisfaction
Thank you, for your cooperation

A Questionnaire directed to the guests of three star
hotels in Cairo
A Questionnaire Form
Dear,
------------------------------------
1- Have you stayed three star hotels in Cairo?

Yes □ No □
2- If yes, how many times did you stay in three star hotels
in Cairo?
1-2 times
3-4 times
More than 4 times
3-What is the purpose of your visit?
Business
Leisure
Culture
4- What is your opinion about the quality of service in this
property?
Fair Good
Very good Excellent
5- What is your opinion about the prices of this property?
Low
Suitable
High
6-The following is a list of reasons of your choice this

property. Please, rank them in an ascending order from 1
(least important) to 4 (most important) according to your
preferences.
Promotion
Quality of service
Suitable prices
Good location
Hotel reputation
7- How did you know about this property?
Via travel agents

Via ads
Via tour operators
Via word-of-mouth
8- The following is a list of the promotional mix elements
that could affect on your choice. Please, rank them in an
ascending order from 1 (least important) to 4 (most
important) according to your preferences.
Advertising
Public relations
Sales promotion
Personal selling
9- The following is a list of the advertising media. Please,

rank them in an ascending order from 1 (least important)
to 4 (most important) according to your preferences.
TV ads
Newspapers and magazines
Billboards
The Internet
10- The following is a list of the sales promotion tools.

important) to 4 (most important) according to your
preferences.
Discounting
Premium
Coupons
Contests and sweepstakes
11- Are you satisfied with three star hotels in Cairo

relationship with you?
Yes □ No □
Personal data
12- Gender
Male □ Female □
13- Age:
15-20 years 21-30 years
31-45 years More than 45 years
14- Marital Status:

Single □ Married □
15- Profession:
Professional (doctor, engineer, lawyer…) Housewife

x Business man Student
Thank you, for your cooperation.
‫اﺳﺘﻤﺎرة اﺳﺘﻘﺼﺎء ﻟﻤﺪﻳﺮي ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة‬
‫ﻫﺬﻩ اﻻﺳﺘﻤﺎرة هﻲ ﺟﺰء ﻣﻦ رﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ ﻟﺪراﺳﺔ اﻟﺴﻴﺎﺳﺎت اﻟﺘﺴﻮﻳﻘﻴﺔ اﻟﻤﻄﺒﻘﺔ‬

‫ﺏﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة‪ .‬وﺳﻮف ﺕﻌﺎﻣﻞ هﺬﻩ اﻹﺟﺎﺏﺎت ﺏﻤﻨﺘﻬﻰ اﻟﺴﺮﻳﺔ‬
‫وﻟﻸﻏﺮاض اﻹﺣﺼﺎﺋﻴﺔ ﻓﻘﻂ‪ .‬واﻟﺪارس ﻳﺸﻜﺮ ﺳﻴﺎدﺕﻜﻢ ﻋﻠﻲ ﺣﺴﻦ ﺕﻌﺎوﻧﻜﻢ‪.‬‬
‫‪-----------------------------------------‬‬
‫‪ -1‬هﻞ ﺕﻘﻮم ﺑﺘﻘﺴﻴﻢ اﻟﺴﻮق إﻟﻰ ﺷﺮاﺋﺢ ﺳﻮﻗﻴﺔ ﻡﺘﺠﺎﻧﺴﺔ؟‬
‫ﻻ‬ ‫ﻧﻌﻢ‬
‫‪ -2‬هﻞ ﻳﺘﺒﻊ اﻟﻔﻨﺪق ﺳﻴﺎﺳﺔ ﻡﻌﻴﻨﺔ ﻟﺘﺴﻌﻴﺮ اﻟﺨﺪﻡﺎت اﻟﻤﻘﺪﻡﺔ ﺑﺎﻟﻔﻨﺪق؟‬
‫‪-3‬إذا آﺎﻧﺖ اﻹﺝﺎﺑﺔ ﺑﻨﻌﻢ‪ ,‬ﻓﻤﺎ هﻮ اﻷﺳﺎس اﻟﺬي ﺕﻘﻮم ﻋﻠﻴﻪ هﺬﻩ اﻟﺴﻴﺎﺳﺔ؟‬
‫ﻃﺒﻘﺎ ﻟﻠﻘﻴﻤﺔ اﻟﻤﻘﺪﻣﺔ‬ ‫ﻃﺒﻘﺎ ﻟﻈﺮوف اﻟﺴﻮق‬

‫ﻃﺒﻘﺎ ﻟﻠﺘﻜﻠﻔﺔ‬ ‫ﻃﺒﻘﺎ ﻷﺳﻌﺎر اﻟﻤﻨﺎﻓﺴﻴﻦ‬
‫أﺳﺲ أﺧﺮى‪ ،‬ﻧﺮﺟﻮ ذآﺮهﺎ‪.......................‬‬
‫‪ -4‬هﻞ هﻨﺎك ﻡﺮوﻧﺔ ﻓﻲ ﺕﺴﻌﻴﺮ اﻟﺨﺪﻡﺎت اﻟﻤﻘﺪﻡﺔ ﺑﺎﻟﻔﻨﺪق؟‬

‫‪ -5‬إذا آﺎﻧﺖ اﻹﺝﺎﺑﺔ ﺑﻨﻌﻢ‪ ,‬ﻓﻤﺎ هﻮ اﻷﺳﺎس اﻟﺬي ﺕﻘﻮم ﻋﻠﻴﻪ هﺬﻩ اﻟﺴﻴﺎﺳﺔ؟ إذا آﺎن‬
‫اﻟﻔﻨﺪق ﻳﻄﺒﻖ أآﺜﺮ ﻡﻦ ﺳﻴﺎﺳﺔ ﻓﻤﻦ ﻓﻀﻠﻚ ﻗﻢ ﺑﺮﺕﻴﺐ هﺬﻩ اﻟﺴﻴﺎﺳﺎت ﺑﺤﻴﺚ ﻳﻜﻮن‬
‫اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ أهﻤﻴﺔ( إﻟﻲ ‪) 4‬اﻷآﺜﺮ أهﻤﻴﺔ( و ذﻟﻚ ﻃﺒﻘﺎ ﻟﺪرﺝﺔ اﻷهﻤﻴﺔ‬
‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﻨﺪق‪.‬‬
‫ﻋﺪد اﻟﻐﺮف اﻟﻤﺤﺠﻮزة‬ ‫وﻗﺖ اﻟﺤﺠﺰ‪ /‬اﻟﻮﺹﻮل‬
‫ﻧﻮع اﻟﻐﺮف اﻟﻤﺤﺠﻮزة‬ ‫ﻣﺪة اﻟﺤﺠﺰ‬
‫ﻃﺮﻳﻘﺔ اﻟﺪﻓﻊ‬
‫ﺳﻴﺎﺳﺎﺕ ﺃﺧﺮﻱ‪ ،‬ﻧﺮﺟﻮ ﺫﻛﺮﻫﺎ‪....................‬‬
‫‪ -6‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﻘﻨﻮات ﺕﻮزﻳﻊ اﻟﻔﻨﺎدق‪ .‬ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ ﺕﺮﺕﻴﺐ هﺬﻩ‬
‫اﻟﻘﻨﻮت ﺑﺤﻴﺚ ﻳﻜﻮن اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ أهﻤﻴﺔ( إﻟﻲ ‪) 4‬اﻷآﺜﺮ أهﻤﻴﺔ( وذﻟﻚ ﻃﺒﻘﺎ‬
‫ﻟﺪرﺝﺔ اﻷهﻤﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﻨﺪق‪.‬‬
‫ﻣﻨﻈﻤﻮ اﻟﺴﻔﺮ‬ ‫ﺵﺮآﺎت اﻟﺴﻴﺎﺣﺔ‬

‫ﻣﻨﺪوﺏﻮ ﻣﺒﻴﻌﺎت اﻟﻔﻨﺪق‬ ‫اﻻﻧﺘﺮﻧﺖ‬
‫ﻗﻨﻮات ﺕﻮزﻳﻊ أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪....................‬‬
‫‪ -7‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﺎﻟﻤﺸﻜﻼت اﻟﺮﺋﻴﺴﻴﺔ اﻟﺘﻲ ﻗﺪ ﺕﻮاﺝﻪ اﻟﻔﻨﺪق أﺙﻨﺎء‬

‫اﻟﺘﻌﺎﻡﻞ ﻡﻊ وآﺎﻻت اﻟﺴﻴﺎﺡﺔ‪ .‬ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ ﺕﺮﺕﻴﺐ هﺬﻩ اﻟﻤﺸﻜﻼت ﺑﺤﻴﺚ ﻳﻜﻮن‬
‫اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ أهﻤﻴﺔ( إﻟﻲ ‪) 4‬اﻷآﺜﺮ أهﻤﻴﺔ( وذﻟﻚ ﻃﺒﻘﺎ ﻟﺪرﺝﺔ اﻷهﻤﻴﺔ‬
‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﻨﺪق‪.‬‬
‫آﺸﻒ أﺳﺮار اﻟﺘﻌﺎﻣﻞ ﻟﻠﻨﺰﻳﻞ‬ ‫دﻓﻊ اﻟﻌﻤﻮﻻت‬

‫ﺕﻐﻴﻴﺮ ﺣﺠﺰ ﻏﺮف ﻗﺪ ﺕﻢ ﺣﺠﺰهﺎ ﻣﻦ ﻗﺒﻞ ﺏﺪون اﻟﺮﺟﻮع ﻟﺸﺮآﺔ اﻟﺴﻴﺎﺣﺔ‬
‫اﺳﺘﻴﺎء اﻟﻨﺰﻻء ﻣﻦ ﺧﺪﻣﺎت اﻟﻔﻨﺪق‬
‫ﻣﺸﻜﻼت أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪....................‬‬
‫‪ -8‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﻌﻨﺎﺹﺮ اﻟﻤﺰﻳﺞ اﻟﺘﺴﻮﻳﻘﻲ اﻟﺘﻲ ﻗﺪ ﺕﺆﺙﺮ ﻋﻠﻲ‬
‫زﻳﺎدة ﺡﺠﻢ اﻟﻤﺒﻴﻌﺎت وﺥﻠﻖ ﺹﻮرة ذهﻨﻴﺔ ﺝﻴﺪة ﻟﻬﺬا اﻟﻔﻨﺪق‪ .‬ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ‬
‫ﺕﺮﺕﻴﺐ هﺬﻩ اﻟﻌﻨﺎﺹﺮ ﺑﺤﻴﺚ ﻳﻜﻮن اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ أهﻤﻴﺔ( إﻟﻲ ‪) 4‬اﻷآﺜﺮ‬
‫أهﻤﻴﺔ( وذﻟﻚ ﻃﺒﻘﺎ ﻟﺪرﺝﺔ اﻷهﻤﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﻨﺪق‪.‬‬
‫اﻟﻌﻼﻗﺎت اﻟﻌﺎﻣﺔ‬ ‫اﻹﻋﻼن‬

‫اﻟﺒﻴﻊ اﻟﺸﺨﺼﻲ‬ ‫ﺕﺮوﻳﺞ اﻟﻤﺒﻴﻌﺎت‬
‫ﻋﻨﺎﺹﺮ أﺧﺮي‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪.................‬‬
‫‪ -9‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﺎﻟﻮﺳﺎﺋﻞ اﻹﻋﻼﻧﻴﺔ اﻟﻤﺨﺘﻠﻔﺔ‪ .‬ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ‬

‫ﺕﺮﺕﻴﺐ هﺬﻩ اﻟﻮﺳﺎﺋﻞ ﺑﺤﻴﺚ ﻳﻜﻮن اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ أهﻤﻴﺔ( إﻟﻲ ‪) 4‬اﻷآﺜﺮ‬
‫أهﻤﻴﺔ( وذﻟﻚ ﻃﺒﻘﺎ ﻟﺪرﺝﺔ اﻷهﻤﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﻨﺪق‪.‬‬
‫اﻟﺼﺤﻒ و اﻟﻤﺠﻼت‬ ‫اﻟﺘﻠﻔﺎز‬

‫اﻻﻧﺘﺮﻧﺖ‬ ‫اﻟﻠﻮﺣﺎت اﻹﻋﻼﻧﻴﺔ‬
‫وﺳﺎﺋﻞ إﻋﻼﻧﻴﺔ أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪.........................‬‬
‫‪ -10‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﺄﻧﺸﻄﺔ اﻟﻌﻼﻗﺎت اﻟﻌﺎﻡﺔ‪ .‬ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ ﺕﺮﺕﻴﺐ‬
‫هﺬﻩ اﻷﻧﺸﻄﺔ ﺑﺤﻴﺚ ﻳﻜﻮن اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ أهﻤﻴﺔ( إﻟﻲ ‪) 4‬اﻷآﺜﺮ أهﻤﻴﺔ( وذﻟﻚ‬
‫ﻃﺒﻘﺎ ﻟﺪرﺝﺔ اﻷهﻤﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﻨﺪق‪.‬‬
‫اﻻﺣﺘﻔﺎل ﺏﺎﻷﺣﺪاث اﻟﻬﺎﻣﺔ‬ ‫اﻟﺪﻋﺎﻳﺔ‬

‫اﻟﻤﻮاد اﻹﻋﻼﻧﻴﺔ اﻟﻤﺼﻮرة‬ ‫اﻟﻤﻮاد اﻹﻋﻼﻧﻴﺔ اﻟﻤﻜﺘﻮﺏﺔ‬
‫اﻟﻤﻌﺎرض اﻟﺘﺠﺎرﻳﺔ‬
‫أﻧﺸﻄﺔ أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪.........................‬‬
‫‪ -11‬هﻞ ﻳﻮﺝﺪ ﻟﻠﻔﻨﺪق ﻡﻮﻗﻊ ﺥﺎص ﺑﻪ ﻋﻠﻲ ﺷﺒﻜﺔ اﻻﻧﺘﺮﻧﺖ؟‬

‫إذا آﺎﻧﺖ اﻹﺝﺎﺑﺔ ﺑﻼ اﻧﺘﻘﻞ ﻡﺒﺎﺷﺮة إﻟﻰ اﻟﺴﺆال رﻗﻢ ‪.15‬‬
‫‪ -12‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﺄهﻢ ﻓﻮاﺋﺪ اﻹﻧﺘﺮﻧﺖ‪ .‬ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ ﺕﺮﺕﻴﺐ هﺬﻩ‬
‫اﻟﻔﻮاﺋﺪ ﺑﺤﻴﺚ ﻳﻜﻮن اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ أهﻤﻴﺔ( إﻟﻲ ‪) 4‬اﻷآﺜﺮ أهﻤﻴﺔ( وذﻟﻚ ﻃﺒﻘﺎ‬
‫ﻟﺪرﺝﺔ اﻷهﻤﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﻨﺪق‪.‬‬
‫اﻻﻧﺘﺮﻧﺖ آﻘﻨﺎة ﺕﻮزﻳﻊ‬ ‫اﻹﻧﺘﺮﻧﺖ آﻮﺳﻴﻠﺔ اﺕﺼﺎل‬

‫اﻹﻧﺘﺮﻧﺖ آﻮﺳﻴﻠﺔ ﻟﻠﺒﻴﻊ اﻹﻟﻜﺘﺮوﻧﻲ‬
‫ﻓﻮاﺋﺪ أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪..............‬‬
‫‪ -13‬ﻡﺘﻲ ﺕﻘﻮم اﻟﺸﺮآﺔ ﺑﺘﺤﺪﻳﺚ ﻡﻮﻗﻌﻬﺎ ﻋﻠﻰ اﻹﻧﺘﺮﻧﺖ؟‬
‫أﺳﺒﻮﻋﻴﺎ‬ ‫ﺵﻬﺮﻳﺎ‬
‫آﻞ ﺳﺘﺔ أﺵﻬﺮ‬ ‫آﻞ ﺙﻼﺙﺔ أﺵﻬﺮ‬
‫ﻻ ﻳﺘﻢ ﺕﺤﺪﻳﺚ اﻟﻤﻮﻗﻊ‬ ‫ﺳﻨﻮﻳﺎ‬
‫‪ -14‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﺄهﻢ ﻋﻮاﺋﻖ ﺕﻄﺒﻴﻖ اﻟﺘﺴﻮﻳﻖ ﺑﻮاﺳﻄﺔ اﻹﻧﺘﺮﻧﺖ‪.‬‬
‫ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ ﺕﺮﺕﻴﺐ هﺬﻩ اﻟﻌﻮاﺋﻖ ﺑﺤﻴﺚ ﻳﻜﻮن اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ أهﻤﻴﺔ(‬
‫إﻟﻲ ‪) 4‬اﻷآﺜﺮ أهﻤﻴﺔ( وذﻟﻚ ﻃﺒﻘﺎ ﻟﺪرﺝﺔ اﻷهﻤﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻔﻨﺪق‪.‬‬
‫اﻣﺘﻼك ﺏﻴﺎﻧﺎت ﻟﻠﻌﻤﻼء‬ ‫اﻟﻤﺸﺎآﻞ اﻟﻔﻨﻴﺔ‬

‫ﺕﻜﺎﻟﻴﻒ اﻟﺼﻴﺎﻧﺔ و ﺕﺠﺪﻳﺪ اﻟﻤﻮﻗﻊ‬ ‫اﻷﻣﺎن و اﻟﺴﺮﻳﺔ‬
‫ﻋﺪم ﺕﻮاﻓﺮ اﻟﻌﻨﺎﺹﺮ اﻟﺒﺸﺮﻳﺔ اﻟﻤﺪرﺏﺔ‬
‫ﻣﻌﻮﻗﺎت أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪.............‬‬
‫‪ -15‬هﻞ ﻳﺘﻢ ﺑﺎﻟﻔﻨﺪق ﺕﻄﺒﻴﻖ اﻟﺘﺴﻮﻳﻖ ﺑﺎﻟﻌﻼﻗﺎت؟‬

‫ﺷﻜﺮﺍ ﻋﻠﻲ ﺣﺴﻦ ﺗﻌﺎﻭﻧﻜﻢ‬

‫اﺳﺘﻤﺎرة اﺳﺘﻘﺼﺎء ﻟﺸﺮآﺎت اﻟﺴﻴﺎﺡﺔ‬
‫هﺬﻩ اﻻﺳﺘﻤﺎرة هﻲ ﺟﺰء ﻣﻦ رﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ ﻟﺪراﺳﺔ اﻟﺴﻴﺎﺳﺎت اﻟﺘﺴﻮﻳﻘﻴﺔ اﻟﻤﻄﺒﻘﺔ‬

‫‪-----------------------------------------‬‬
‫‪ -1‬ﻡﺎ رأﻳﻚ ﻓﻲ ﻡﺴﺘﻮي اﻟﺨﺪﻡﺎت اﻟﻤﻘﺪﻡﺔ ﺑﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة؟‬
‫ﺟﻴﺪة‬ ‫ﻣﻘﺒﻮﻟﺔ‬
‫ﻣﻤﺘﺎزة‬ ‫ﺟﻴﺪة ﺟﺪا‬
‫‪ -2‬هﻞ هﻨﺎك ﻡﺮوﻧﺔ ﻓﻲ ﺕﺴﻌﻴﺮ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة؟‬

‫أﺣﻴﺎﻧﺎ‬ ‫ﻧﻌﻢ‬
‫ﻻ‬
‫‪ -3‬هﻞ ﺕﺤﺼﻞ ﻋﻠﻰ ﺕﺨﻔﻴﻀﺎت ﻡﺮﺽﻴﺔ ﻟﺤﺠﻮزاﺕﻚ ﺑﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة؟‬
‫أﺣﻴﺎﻧﺎ‬ ‫ﻧﻌﻢ‬
‫ﻻ‬
‫‪ -4‬هﻞ ﻟﻜﻢ ﻋﻼﻗﺎت ﺝﻴﺪة ﺑﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة؟‬

‫‪ - -5‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﺎﻟﻤﺸﻜﻼت اﻟﺮﺋﻴﺴﻴﺔ اﻟﺘﻲ ﻗﺪ ﺕﻮاﺝﻪ ﺷﺮآﺘﻚ أﺙﻨﺎء‬

‫اﻟﺘﻌﺎﻡﻞ ﻡﻊ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة‪ .‬ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ ﺕﺮﺕﻴﺐ هﺬﻩ اﻟﻤﺸﻜﻼت‬
‫ﺑﺤﻴﺚ ﻳﻜﻮن اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ ﺕﺄﺙﻴﺮا( إﻟﻲ ‪) 4‬اﻷآﺜﺮ ﺕﺄﺙﻴﺮا( وذﻟﻚ ﻃﺒﻘﺎ ﻟﺪرﺝﺔ‬
‫اﻷهﻤﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺸﺮآﺘﻚ‪.‬‬
‫آﺸﻒ أﺳﺮار اﻟﺘﻌﺎﻣﻞ ﻟﻠﻨﺰﻳﻞ‬ ‫دﻓﻊ اﻟﻌﻤﻮﻻت‬
‫ﺕﻐﻴﻴﺮ ﺣﺠﺰ ﻏﺮف ﻗﺪ ﺕﻢ ﺣﺠﺰهﺎ ﻣﻦ ﻗﺒﻞ ﺏﺪون اﻟﺮﺟﻮع ﻟﻮآﺎﻟﺔ اﻟﺴﻴﺎﺣﺔ‬
‫اﺳﺘﻴﺎء اﻟﻨﺰﻻء ﻣﻦ ﺧﺪﻣﺎت اﻟﻔﻨﺪق‬
‫ﻣﺸﻜﻼت أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪....................‬‬
‫ﺷﻜﺮﺍ ﻋﻠﻲ ﺣﺴﻦ ﺗﻌﺎﻭﻧﻜﻢ‬
‫اﺳﺘﻤﺎرة اﺳﺘﻘﺼﺎء ﻟﻨﺰﻻء ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة‬
‫هﺬﻩ اﻻﺳﺘﻤﺎرة هﻲ ﺟﺰء ﻣﻦ رﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ ﻟﺪراﺳﺔ اﻟﺴﻴﺎﺳﺎت اﻟﺘﺴﻮﻳﻘﻴﺔ اﻟﻤﻄﺒﻘﺔ‬

‫‪-----------------------------------------‬‬
‫‪ -1‬هﻞ ﻗﻤﺖ ﺑﺎﻹﻗﺎﻡﺔ ﺑﺄﺡﺪ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة ﻡﻦ ﻗﺒﻞ؟‬

‫‪ -2‬إذا آﺎﻧﺖ اﻹﺝﺎﺑﺔ ﺑﻨﻌﻢ آﻢ ﻋﺪد ﻡﺮات إﻗﺎﻡﺘﻚ اﻟﺴﺎﺑﻘﺔ ﺑﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم‬
‫اﻟﻘﺎهﺮة ؟‬
‫‪ 4-3‬ﻣﺮات‬ ‫ﻣﺮة ‪ -‬ﻣﺮﺕﺎن‬

‫أآﺜﺮ ﻣﻦ أرﺏﻊ ﻣﺮات‬
‫‪ -3‬ﻡﺎ هﻮ اﻟﻐﺮض ﻡﻦ زﻳﺎرﺕﻚ؟‬

‫اﻟﺘﺮﻓﻴﻪ‬ ‫اﻟﻌﻤﻞ‬
‫أﻏﺮاض أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪............‬‬ ‫اﻟﺜﻘﺎﻓﺔ‬
‫‪ -4‬ﻡﺎ رأﻳﻚ ﻓﻲ ﻡﺴﺘﻮي اﻟﺨﺪﻡﺎت اﻟﻤﻘﺪﻡﺔ ﺑﻬﺬا اﻟﻔﻨﺪق؟‬
‫ﺟﻴﺪة‬ ‫ﻣﻘﺒﻮﻟﺔ‬
‫ﻣﻤﺘﺎزة‬ ‫ﺟﻴﺪة ﺟﺪا‬
‫‪ -5‬ﻡﺎ رأﻳﻚ ﻓﻲ أﺳﻌﺎر اﻟﺨﺪﻡﺎت اﻟﻤﻘﺪﻡﺔ ﺑﻬﺬا اﻟﻔﻨﺪق؟‬

‫ﻣﻨﺎﺳﺒﺔ‬ ‫ﻣﻨﺨﻔﻀﺔ‬
‫ﻣﺮﺕﻔﻌﺔ‬
‫‪ -6‬هﻨﺎك ﻋﺪة أﺳﺒﺎب ﻳﻤﻜﻦ أن ﺕﺆﺙﺮ ﻋﻠﻲ اﺥﺘﻴﺎرك ﻟﻬ ﺬا اﻟﻔﻨ ﺪق‪ .‬ﻧﺮﺝ ﻮ ﻡ ﻦ ﺳ ﻴﺎدﺕﻚ‬
‫ﺕﺮﺕﻴ ﺐ ه ﺬﻩ اﻷﺳ ﺒﺎب ﺑﺤﻴ ﺚ ﻳﻜ ﻮن اﻟﺘﺮﺕﻴ ﺐ ﻡ ﻦ ‪) 1‬اﻷﻗ ﻞ ﺕ ﺄﺙﻴﺮا( إﻟ ﻲ ‪) 4‬اﻷآﺜ ﺮ‬
‫ﺕﺄﺙﻴﺮا(‪.‬‬
‫ﺟﻮدة اﻟﺨﺪﻣﺎت اﻟﻤﻘﺪﻣﺔ‬ ‫اﻟﺘﺮوﻳﺞ‬

‫ﻣﻮﻗﻊ اﻟﻔﻨﺪق‬ ‫اﻷﺳﻌﺎر اﻟﻤﻨﺎﺳﺒﺔ‬
‫أﺳﺒﺎب أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪..................‬‬ ‫ﺳﻤﻌﺔ اﻟﻔﻨﺪق‬
‫‪ -7‬ﻡﺎ هﻲ اﻟﻮﺳﻴﻠﺔ اﻟﺘﻲ ﺕﻌﺮﻓﺖ ﻡﻦ ﺥﻼﻟﻬﺎ ﻋﻠﻲ هﺬا اﻟﻔﻨﺪق؟‬
‫اﻹﻋﻼن‬ ‫ﺵﺮآﺎت اﻟﺴﻴﺎﺣﺔ‬

‫اﻟﻜﻠﻤﺔ اﻟﻤﻨﻄﻮﻗﺔ‬ ‫ﻣﻨﻈﻤﻮ اﻟﺴﻔﺮ‬
‫وﺳﺎﺋﻞ أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪.........................‬‬
‫‪ -8‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﻌﻨﺎﺹﺮ اﻟﻤﺰﻳﺞ اﻟﺘﺮوﻳﺠﻲ اﻟﺘﻲ ﻗﺪ ﺕﺆﺙﺮ ﻋﻠﻲ اﺥﺘﻴ ﺎرك‬
‫ﻟﻬﺬا اﻟﻔﻨﺪق‪ .‬ﻧﺮﺝﻮ ﻡ ﻦ ﺳ ﻴﺎدﺕﻚ ﺕﺮﺕﻴ ﺐ ه ﺬﻩ اﻟﻌﻨﺎﺹ ﺮ ﺑﺤﻴ ﺚ ﻳﻜ ﻮن اﻟﺘﺮﺕﻴ ﺐ ﻡ ﻦ ‪1‬‬
‫)اﻷﻗﻞ ﺕﺄﺙﻴﺮا( إﻟﻲ ‪) 4‬اﻷآﺜﺮ ﺕﺄﺙﻴﺮا(‪.‬‬
‫اﻟﻌﻼﻗﺎت اﻟﻌﺎﻣﺔ‬ ‫اﻹﻋﻼن‬

‫اﻟﺒﻴﻊ اﻟﺸﺨﺼﻲ‬ ‫ﺕﺮوﻳﺞ اﻟﻤﺒﻴﻌﺎت‬
‫‪ -9‬اﻟﻘﺎﺋﻤ ﺔ اﻟﺘﺎﻟﻴ ﺔ ه ﻲ ﻗﺎﺋﻤ ﺔ ﺑﺎﻟﻮﺳ ﺎﺋﻞ اﻹﻋﻼﻧﻴ ﺔ اﻟﻤﺨﺘﻠﻔ ﺔ‪ .‬ﻧﺮﺝ ﻮ ﻡ ﻦ ﺳ ﻴﺎدﺕﻚ‬

‫ﺕﺮﺕﻴ ﺐ ه ﺬﻩ اﻟﻮﺳ ﺎﺋﻞ ﺑﺤﻴ ﺚ ﻳﻜ ﻮن اﻟﺘﺮﺕﻴ ﺐ ﻡ ﻦ ‪) 1‬اﻷﻗ ﻞ ﺕ ﺄﺙﻴﺮا( إﻟ ﻲ ‪) 4‬اﻷآﺜ ﺮ‬
‫ﺕﺄﺙﻴﺮا(‪.‬‬
‫اﻟﺼﺤﻒ واﻟﻤﺠﻼت‬ ‫اﻟﺘﻠﻔﺎز‬

‫اﻻﻧﺘﺮﻧﺖ‬ ‫اﻟﻠﻮﺣﺎت اﻹﻋﻼﻧﻴﺔ‬
‫وﺳﺎﺋﻞ إﻋﻼﻧﻴﺔ أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪.........................‬‬
‫‪ -10‬اﻟﻘﺎﺋﻤﺔ اﻟﺘﺎﻟﻴﺔ هﻲ ﻗﺎﺋﻤﺔ ﺑﻮﺳﺎﺋﻞ ﺕﺮوﻳﺞ اﻟﻤﺒﻴﻌﺎت‪ .‬ﻧﺮﺝﻮ ﻡﻦ ﺳﻴﺎدﺕﻚ ﺕﺮﺕﻴﺐ‬
‫هﺬﻩ اﻟﻮﺳﺎﺋﻞ ﺑﺤﻴﺚ ﻳﻜﻮن اﻟﺘﺮﺕﻴﺐ ﻡﻦ ‪) 1‬اﻷﻗﻞ ﺕﺄﺙﻴﺮا( إﻟﻲ ‪) 4‬اﻷآﺜﺮ ﺕﺄﺙﻴﺮا(‪.‬‬
‫اﻟﻬﺪاﻳﺎ‬ ‫اﻟﺘﺨﻔﻴﻀﺎت‬
‫اﻟﻤﺴﺎﺏﻘﺎت‬ ‫اﻟﻜﻮﺏﻮﻧﺎت‬
‫وﺳﺎﺋﻞ أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪.........................‬‬
‫‪ – 11‬هﻞ أﻧﺖ راض ﻋﻦ ﻋﻼﻗﺔ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة ﺑﻚ؟‬

‫اﻟﺒﻴﺎﻧﺎت اﻟﺸﺨﺼﻴﺔ‬
‫‪ -12‬اﻟﻨﻮع‬
‫أﻧﺜﻰ‬ ‫ذآﺮ‬
‫‪ -13‬ﺍﻟﻌﻤﺮ‬
‫‪ 30-21‬ﻋﺎﻣﺎ‬ ‫‪ 20 -15‬ﻋﺎﻣﺎ‬
‫أآﺜﺮ ﻣﻦ ﺧﻤﺲ وأرﺏﻌﻴﻦ ﻋﺎﻣﺎ‬ ‫‪ 45-31‬ﻋﺎﻣﺎ‬
‫‪ -14‬ﺍﳊﺎﻟﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫ﻣﺘﺰﻭﺝ‬ ‫ﺃﻋﺰﺏ‬
‫‪ -15‬ﺍﻟﻮﻇﻴﻔﺔ‬
‫رﺏﺔ ﻣﻨﺰل‬ ‫ﻣﺘﺨﺼﺺ )ﻃﺒﻴﺐ‪ ,‬ﻣﺤﺎﺳﺐ‪ ,‬ﻣﺤﺎﻣﻲ‪ ,‬ﻣﻬﻨﺪس…‪(.‬‬

‫ﻃﺎﻟﺐ‬ ‫رﺟﻞ أﻋﻤﺎل‬
‫أﺧﺮى‪ ,‬ﻧﺮﺟﻮ ذآﺮهﺎ‪....‬‬
‫ﺷﻜﺮﺍ ﻋﻠﻰ ﺣﺴﻦ ﺗﻌﺎﻭﻧﻜﻢ‬

ARABIC SUMMARY
‫ﺍﳌﻠﺨﺺ ﺍﻟﻌﺮﰊ‬
‫ارﺕﺒﻄﺖ ﺹﻨﺎﻋﺔ اﻟﻀﻴﺎﻓﺔ ارﺕﺒﺎﻃًﺎ وﺙﻴﻘ ًﺎ ﺏﺎﻟﺴﻴﺎﺣﺔ وﺕﻄﻮرهﺎ ﻣﻨﺬ أﺧﺬت‬

‫اﻷﺧﻴﺮة ﻓﻲ اﻟﻨﻤﻮ اﻟﻤﻠﺤﻮظ ﻣﻨﺬ ﺏﺪاﻳﺔ اﻟﻨﺼﻒ اﻟﺜﺎﻧﻲ ﻣﻦ اﻟﻘﺮن اﻟﻌﺸﺮﻳﻦ وﺣﺘﻰ‬
‫أﺹﺒﺤﺖ ﻇﺎهﺮة ﻻ ﻳﻤﻜﻦ إﻧﻜﺎر ﺁﺙﺎرهﺎ اﻻﻗﺘﺼﺎدﻳﺔ واﻻﺟﺘﻤﺎﻋﻴﺔ واﻟﺜﻘﺎﻓﻴﺔ واﻟﺒﻴﺌﻴﺔ‬
‫واﻟﺴﻴﺎﺳﻴﺔ‪ ،‬وأﺹﺒﺤﺖ ﺕﺼﻒ ﺏﺄﻧﻬﺎ ﻗﺎﻃﺮة اﻟﺘﻨﻤﻴﺔ وأآﺒﺮ اﻟﺼﻨﺎﻋﺎت اﻟﻤﻮﻟﺪة ﻟﻠﺪﺧﻞ‬
‫وﻓﺮص اﻟﻌﻤﻞ‪.‬‬
‫واﺳﺘﻄﺎﻋﺖ أﻋﺪادًا ﻣﺘﺰاﻳﺪة ﻣﻦ اﻷﻓﺮاد ﻣﺘﻮﺳﻄﻲ اﻟﺪﺧﻞ ﻣﻦ اﻟﺴﻔﺮ واﻟﺘﻤﺘﻊ‬
‫ﺏﺎﻷﻧﺸﻄﺔ اﻟﺴﻴﺎﺣﻴﺔ اﻟﺘﻲ ﺕﻄﺮﺣﻬﺎ اﻟﻤﻘﺎﺹﺪ اﻟﺴﻴﺎﺣﻴﺔ‪ ،‬واﻟﺘﻲ أﺧﺬت ﻋﻠﻲ ﻋﺎﺕﻘﻬﺎ‬
‫ﺽﺮورة ﺕﻮﻓﻴﺮ أﻣﺎآﻦ إﻗﺎﻣﺔ ﻣﻨﺎﺳﺒﺔ ﻟﻴﺴﺖ ﺏﺎﻟﻔﺨﻤﺔ اﻟﺘﻲ ﺳﺎدت ﻗﺪﻳﻤﺎ واﻗﺘﺼﺮت ﻋﻠﻲ‬
‫ﺧﺪﻣﺔ اﻷﻏﻨﻴﺎء‪ ،‬ﻓﺎﻧﺘﺸﺮت ﺵﺮﻳﺤﺔ اﻟﻔﻨﺎدق ﻣﺘﻮﺳﻄﺔ اﻷﺳﻌﺎر اﻟﺘﻲ ﺕﻘﺪم درﺟﺔ ﻣﻨﺎﺳﺒﺔ‬
‫ﻣﻦ اﻟﺨﺪﻣﺔ ﻟﺘﺠﺘﺬب هﺆﻻء اﻟﻤﺴﺎﻓﺮﻳﻦ وﺕﻌﻤﻞ ﻋﻠﻲ ﺕﻠﺒﻴﺔ اﺣﺘﻴﺎﺟﺎﺕﻬﻢ وﺕﺤﻘﻴﻖ‬
‫رﺽﺎﺋﻬﻢ‪.‬‬
‫واﺧﺘﺺ هﺬا اﻟﺒﺤﺚ ﺏﺪراﺳﺔ ﺵﺮﻳﺤﺔ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﻓﻲ اﻟﻘﺎهﺮة اﻟﻜﺒﺮى‬
‫ﻣﻦ ﺣﻴﺚ ﻣﺎ ﻧﻄﺒﻘﻪ ﻣﻦ ﺳﻴﺎﺳﺎت ﺧﺎﺹﺔ ﺏﺘﺴﻮﻳﻖ ﻣﺎ ﺕﻘﺪﻣﻪ ﻣﻦ ﺧﺪﻣﺎت ﺏﻬﺪف‬
‫اﻟﻮﺹﻮل ﻟﻤﻘﺘﺮﺣﺎت ﻟﺘﺤﺴﻴﻦ أداﺋﻬﺎ اﻟﺘﺴﻮﻳﻘﻲ واﺟﺘﺬاب ﻣﺰﻳﺪ ﻣﻦ اﻟﻌﻤﻼء وﺕﺤﻘﻴﻖ‬
‫أﻗﺼﻲ إﺵﺒﺎع ﻟﺮﻏﺒﺎﺕﻬﻢ واﺣﺘﻴﺎﺟﺎﺕﻬﻢ‪.‬‬
‫واﻋﺘﻤﺪ اﻟﺒﺤﺚ ﻓﻲ إﻋﺪادﻩ ﻋﻠﻲ اﻟﺪراﺳﺘﻴﻦ اﻟﻤﻜﺘﺒﻴﺔ واﻟﻤﻴﺪاﻧﻴﺔ‪ ،‬ﻓﺒﺎﻟﻨﺴﺒﺔ‬
‫ﻟﻠﺪراﺳﺔ اﻟﻤﻜﺘﺒﻴﺔ ﻗﺪ ﺕﻢ اﻻﺳﺘﻌﺎﻧﺔ ﺏﻌﺪة ﻣﺮاﺟﻊ ﻣﻦ آﺘﺐ ودورﻳﺎت وأﺏﺤﺎث وﻣﻦ‬
‫ﺧﻼﻟﻬﺎ أﻟﻘﻲ اﻟﻀﻮء ﻋﻠﻲ ﺹﻨﺎﻋﺔ اﻟﻔﻨﺎدق وأهﻤﻴﺘﻬﺎ وﻗﻮاﻋﺪ اﻟﺘﺼﻨﻴﻒ اﻟﻔﻨﺪﻗﻲ‪ ،‬ﺙﻢ‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻔﻨﺎدق اﻟﺘﺠﺎرﻳﺔ‪ ،‬ﻣﻊ اﻟﺘﻄﺮق ﻟﻤﻔﻬﻮم اﻟﺘﺴﻮﻳﻖ وﻋﻨﺎﺹﺮﻩ واﻟﺴﻴﺎﺳﺎت‬
‫اﻟﺘﺴﻮﻳﻘﻴﺔ‪ ،‬آﺬﻟﻚ اﻻﺕﺠﺎهﺎت اﻟﺘﺴﻮﻳﻘﻴﺔ اﻟﺤﺪﻳﺜﺔ اﻟﻤﺴﺘﺨﺪﻣﺔ ﻓﻲ ﻣﺠﺎل اﻟﻔﻨﺎدق‪ .‬هﺬا‬
‫ﻓﻀﻼ ﻋﻦ ﺕﺤﻠﻴﻞ اﻟﺒﻴﺎﻧﺎت واﻹﺣﺼﺎﺋﻴﺎت اﻟﺨﺎﺹﺔ ﺏﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة‬
‫وﻣﻨﺎﻗﺸﺔ أهﻢ ﺳﻤﺎﺕﻬﺎ‪.‬‬
‫أﻣﺎ ﻓﻴﻤﺎ ﻳﺨﺺ اﻟﺪراﺳﺔ اﻟﻤﻴﺪاﻧﻴﺔ ﻓﻘﺪ ﺕﻜﻮﻧﺖ ﻣﻦ اﻵﺕﻰ‪:‬‬
‫‪ -‬ﻟﻘﺎءات ﻣﻊ اﻟﻤﺪﻳﺮﻳﻦ اﻟﻤﺴﺌﻮﻟﻴﻦ ﻋﻦ اﻟﺘﺴﻮﻳﻖ ﻟﻌﻴﻨﺔ ﻣﻦ ﻓﻨﺎدق‬
‫اﻟﺜﻼث ﻧﺠﻮم ﺏﻤﺪﻳﻨﺔ اﻟﻘﺎهﺮة ﻣﻜﻮﻧﺔ ﻣﻦ ‪ 11‬ﻓﻨﺪﻗﺎ هﻲ‪:‬‬
‫‪1) Caroline Crillon Hotel‬‬

‫‪2) Fontana Hotel‬‬
‫‪3) Hormoheb Hotel‬‬
‫‪4) Horus House Hotel‬‬
‫‪5) Odeon Palace Hotel‬‬
‫‪6) Pharaoh Egypt Hotel‬‬
‫‪7) Raja Hotel‬‬
‫‪8) Salma Hotel‬‬
‫‪9) Swiss Inn Hotel‬‬
‫‪10) Victoria Hotel‬‬
‫‪11)Windsor Hotel‬‬
‫‪ -‬اﺳﺘﻘﺼﺎء ﻣﻮﺟﻪ ﻟﻌﻴﻨﺔ ﻣﻦ ﺵﺮآﺎت اﻟﺴﻴﺎﺣﺔ ﻣﻜﻮن ﻣﻦ ﺧﻤﺴﺔ أﺳﺌﻠﺔ‪.‬‬

‫‪ -‬اﺳﺘﻘﺼﺎء ﻟﻌﻴﻨﺔ ﻣﻦ ﻋﻤﻼء ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﻣﻌﺪ ﺏﺎﻟﻠﻐﺔ اﻟﻌﺮﺏﻴﺔ‬
‫واﻹﻧﺠﻠﻴﺰﻳﺔ وﻣﻜﻮن ﻣﻦ ﺧﻤﺴﺔ ﻋﺸﺮ ﺳﺆاﻻ‪.‬‬
‫وﻣﻦ ﺧﻼل اﻻﺳﺘﻌﺮاض اﻟﻨﻈﺮي وﻣﺎأﺟﺮي ﻣﻦ دراﺳﺔ ﻣﻴﺪاﻧﻴﺔ أﻣﻜﻦ‬
‫اﺳﺘﺨﻼص اﻟﻨﺘﺎﺋﺞ اﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﺕﻤﺜﻞ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم )اﻟﻐﺮف( ‪ ٪16.6‬ﻣﻦ ﻓﻨﺎدق ﺟﻤﻬﻮرﻳﺔ ﻣﺼﺮ‬
‫اﻟﻌﺮﺏﻴﺔ‪ ،‬و‪ ٪18.3‬ﻣﻦ ﻓﻨﺎدق اﻟﻘﺎهﺮة‪.‬‬
‫‪ -‬ﻳﺤﺘﻞ ﺵﻬﺮ أﻏﺴﻄﺲ أﻋﻠﻲ ﻣﻌﺪل اﺵﻐﺎل ﻃﻮال اﻟﻌﺎم أﻣﺎ ﻋﻦ أﺵﻬﺮ‬
‫ﻣﺎرس وإﺏﺮﻳﻞ و ﻳﻮﻟﻴﻮ وﺳﺒﺘﻤﺒﺮ وأآﺘﻮﺏﺮ ﻓﻬﻲ ﺕﺤﺘﻞ ﻣﻌﺪل اﺵﻐﺎل‬
‫ﻣﺘﻮﺳﻂ‪ ،‬أﻣﺎ ﻋﻦ أﻗﻞ ﻣﻌﺪﻻت اﺵﻐﺎل ﻓﺘﻜﻮن ﺧﻼل أﺵﻬﺮ ﻳﻨﺎﻳﺮ وﻓﺒﺮاﻳﺮ‬
‫وﻣﺎﻳﻮ وﻳﻮﻧﻴﻮ وﻧﻮﻓﻤﺒﺮ ودﻳﺴﻤﺒﺮ وذﻟﻚ ﻃﺒﻘًﺎ ﻻﺣﺼﺎﺋﻴﺎت وزارة‬
‫اﻟﺴﻴﺎﺣﺔ‪.‬‬
‫‪ -‬ﺕﻌﺘﺒﺮ ﺵﺮﻳﺤﺔ ﺵﻤﺎل وﺟﻨﻮب وﻏﺮب أوروﺏﺎ أآﺒﺮ ﺵﺮاﺋﺢ ﻧﺰﻻء ﻓﻨﺎدق‬
‫اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة وﻳﻠﻴﻬﺎ ﺵﺮﻳﺤﺔ اﻟﻌﺮب ﺙﻢ اﻟﻤﺼﺮﻳﻮن ﺙﻢ ﺳﺎﺋﺤﻮ‬
‫أﻣﺮﻳﻜﺎ اﻟﺸﻤﺎﻟﻴﺔ ﺙﻢ اﻟﻘﺎدﻣﻮن ﻣﻦ ﺵﺮق أوروﺏﺎ وأﺧﻴﺮًا اﻷﺳﺘﺮاﻟﻴﻮن‬
‫واﻷﻓﺎرﻗﺔ وﺳﺎﺋﺤﻮ أﻣﺮﻳﻜﺎ اﻟﺠﻨﻮﺏﻴﺔ‪.‬‬
‫ﻣﺎ ﻳﻘﺮب ﻣﻦ ﺙﻠﺜﻲ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة ﻳﺘﻮاﻓﺮ ﻟﺪﻳﻬﺎ ﻗﺴﻢ ﻟﻠﺒﻴﻊ‬ ‫‪-‬‬
‫واﻟﺘﺴﻮﻳﻖ‪.‬‬
‫‪ -‬ﻻ ﺕﻄﺒﻖ ﻣﻌﻈﻢ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة ﺕﻘﻨﻴﺎت ﺕﻘﺴﻴﻢ اﻟﺴﻮق إﻟﻰ‬
‫ﺵﺮاﺋﺢ‪.‬‬
‫‪ -‬ﺕﻄﺒﻖ ﻣﻌﻈﻢ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة ﺳﻴﺎﺳﺔ ﺳﻌﺮﻳﺔ ﻣﺤﺪدة وﺣﻮاﻟﻰ‬
‫ﻧﺼﻒ هﺬﻩ اﻟﻔﻨﺎدق ﺕﻌﺘﻤﺪ ﻋﻠﻰ ﺣﺠﻢ اﻟﻄﻠﺐ آﺄﺳﺎس ﻟﻌﻤﻠﻴﺔ‬
‫اﻟﺘﺴﻌﻴﺮو‪ ٪ 18.2‬ﻣﻨﻬﺎ ﺕﻌﺘﻤﺪ ﻋﻠﻲ اﻟﺘﻜﻠﻔﺔ و‪ ٪18.2‬ﻣﻨﻬﺎ ﺕﻌﺘﻤﺪ ﻋﻠﻲ‬
‫أﺳﻌﺎر اﻟﻤﻨﺎﻓﺴﻴﻦ وﻻ ﻳﻌﺘﻤﺪ أﻳًﺎ ﻣﻦ هﺬﻩ اﻟﻔﻨﺎدق ﻋﻠﻲ اﻟﻘﻴﻤﺔ اﻟﻤﻘﺪﻣﺔ‬
‫آﺄﺳﺎس ﻟﻌﻤﻠﻴﺔ اﻟﺘﺴﻌﻴﺮ‪.‬‬
‫‪ -‬ﺕﻄﺒﻖ ﻣﻌﻈﻢ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة ﺳﻴﺎﺳﺔ ﻣﺮوﻧﺔ اﻟﺘﺴﻌﻴﺮ‪ ،‬وآﺎن‬
‫ﻋﺪد اﻟﻐﺮف اﻟﻤﺤﺠﻮزة أهﻢ أوﻟﻮﻳﺎت ﻣﺮوﻧﺔ اﻟﺘﺴﻌﻴﺮ ﻳﻠﻴﻬﺎ ﻣﺪة اﻟﺤﺠﺰ‬
‫ووﻗﺖ اﻟﺤﺠﺰ وﻃﺮﻳﻘﺔ اﻟﺪﻓﻊ ﺏﻴﻨﻤﺎ أﻗﻠﻬﺎ أهﻤﻴﺔ ﻧﻮع اﻟﻐﺮﻓﺔ اﻟﻤﻄﻠﻮﺏﺔ‪.‬‬
‫‪ -‬ﻳﻌﺘﺒﺮ ﺕﺴﻌﻴﺮ ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة ﻣﻦ اﻟﻌﻤﻠﻴﺎت اﻟﻤﻌﻘﺪة‬
‫وﺕﻀﺎرﺏﺖ اﻵراء ﻧﺤﻮهﺎ ﺣﻴﺚ أن ‪ ٪54.2‬ﻣﻦ ﻧﺰﻻء اﻟﻌﻴﻨﺔ رأوا أن‬
‫أﺳﻌﺎر هﺬﻩ اﻟﻔﻨﺎدق ﻣﻨﺎﺳﺒﺔ وﻣﺎ ﻳﻘﺮب ﻣﻦ ‪ ٪41‬ﻣﻨﻬﻢ ﻗﺮروا أن هﺬﻩ‬
‫اﻷﺳﻌﺎر ﻣﻐﺎﻟﻰ ﻓﻴﻬﺎ ﺧﺎﺹﺔ ﺏﺎﻟﻤﻘﺎرﻧﺔ ﻣﻊ ﻓﻨﺎدق اﻷرﺏﻊ واﻟﺨﻤﺲ ﻧﺠﻮم‪.‬‬
‫‪ -‬ﺏﺎﻟﺮﻏﻢ ﻣﻦ أن ﻣﻌﻈﻢ ﻋﻴﻨﺔ ﺵﺮآﺎت اﻟﺴﻴﺎﺣﺔ ﺕﺘﻤﺘﻊ ﺏﻌﻼﻗﺎت ﺟﻴﺪة ﻣﻊ‬
‫ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة إﻻ أن هﻨﺎك ﺕﻀﺎرﺏًﺎ ﻓﻲ ﺁراﺋﻬﻢ ﺣﻮل‬
‫اﻟﻤﺸﺎآﻞ واﻟﺨﻼﻓﺎت اﻟﺘﻲ ﺕﺤﺪث ﺏﻴﻨﻬﻢ ﻓﺸﺮآﺎت اﻟﺴﻴﺎﺣﺔ رأت أن ﻋﺪم‬
‫رﺽﺎء اﻟﻨﺰﻻء هﻲ أهﻢ هﺬﻩ اﻟﻤﺸﺎآﻞ ودﻓﻊ اﻟﻌﻤﻮﻻت هﻲ أﻗﻠﻬﺎ أهﻤﻴﺔ‬
‫ﺏﻴﻨﻤﺎ رأت ﻋﻴﻨﺔ اﻟﻔﻨﺎدق أن دﻓﻊ اﻟﻌﻤﻮﻻت هﻲ أهﻢ اﻟﻤﺸﺎآﻞ وﻋﺪم‬
‫رﺽﺎء اﻟﻨﺰﻻء هﻲ أﻗﻠﻬﺎ أهﻤﻴﺔ‪.‬‬
‫ﻗﺮرت ﻧﺼﻒ ﻋﻴﻨﺔ ﺵﺮآﺎت اﻟﺴﻴﺎﺣﺔ أن ﺟﻮدة اﻟﺨﺪﻣﺔ ﺏﻔﻨﺎدق اﻟﺜﻼث‬ ‫‪-‬‬
‫ﻧﺠﻮم ﻣﻘﺒﻮﻟﺔ و‪ ٪45.8‬رأي أن ﺟﻮدة اﻟﺨﺪﻣﺔ ﺟﻴﺪة ﺏﻴﻨﻤﺎ ﻧﺴﺒﺔ ﺽﺌﻴﻠﺔ‬
‫أوﺽﺤﺖ أﻧﻬﺎ ﺟﻴﺪة ﺟﺪا وﻟﻢ ﻳﺤﺼﻞ أﻳ ًﺎ ﻣﻦ هﺬﻩ اﻟﻔﻨﺎدق ﻋﻠﻲ ﺕﻘﻴﻴﻢ‬
‫ﻣﻤﺘﺎز ﻟﺨﺪﻣﺎﺕﻬﺎ‪.‬‬
‫‪ -‬ﻗﺮرﻣﺎ ﻳﻘﺮب ﻣﻦ ﺙﻠﺜﻲ ﻋﻴﻨﺔ اﻟﻨﺰﻻء أن ﺟﻮدة اﻟﺨﺪﻣﺔ ﺏﻔﻨﺎدق اﻟﺜﻼث‬
‫ﻧﺠﻮم ﺟﻴﺪة و‪ ٪ 28.5‬ﻣﻨﻬﺎ رأي أﻧﻬﺎ ﻣﻘﺒﻮﻟﺔ و‪ ٪ 7.2‬رأي أﻧﻬﺎ ﻣﻤﺘﺎزة‬
‫و‪ ٪4.8‬ﻗﺮر أﻧﻬﺎ ﺟﻴﺪة ﺟﺪا‪.‬‬
‫‪ -‬ﻳﻤﺜﻞ اﻟﻌﻤﻞ اﻟﺒﺎﻋﺚ اﻷول ﻟﺴﻔﺮﻗﺮاﺏﺔ ﻧﺼﻒ ﻋﻴﻨﺔ ﻧﺰﻻء ﻓﻨﺎدق اﻟﺜﻼث‬
‫ﻧﺠﻮم و‪ ٪38.1‬ﻣﻦ هﺬﻩ اﻟﻌﻴﻨﺔ ﻏﺮﺽﻬﻢ اﻟﺘﺮﻓﻴﻪ واﻟﺘﺴﻠﻴﺔ‬
‫واﻟﻌﺸﺮﻏﺮﺽﻬﻢ اﻟﺜﻘﺎﻓﺔ و‪ ٪4.8‬ﻟﻬﻢ أﻏﺮاض أﺧﺮي‪.‬‬
‫‪ -‬اﺣﺘﻠﺖ ﺟﻮدة اﻟﺨﺪﻣﺔ أهﻢ أﺳﺒﺎب اﺧﺘﻴﺎر ﻋﻴﻨﺔ اﻟﻨﺰﻻء ﻟﻠﻔﻨﺪق اﻟﺬي‬
‫ﺳﻴﻘﻴﻤﻮن ﺏﻪ ﻳﻠﻴﻪ اﻟﻤﻮﻗﻊ اﻟﺠﻴﺪ واﻷﺳﻌﺎر اﻟﻤﻨﺎﺳﺒﺔ وﺳﻤﻌﺔ اﻟﻔﻨﺪق وأﺧﻴﺮًا‬
‫اﻟﺘﺮوﻳﺞ‪.‬‬
‫‪ -‬ﺕﻌﺮف ﻧﺼﻒ ﻋﻴﻨﺔ اﻟﻨﺰﻻء ﻋﻠﻲ اﻟﻔﻨﺎدق اﻟﺘﻲ أﻗﺎﻣﻮا ﺏﻬﺎ ﻣﻦ ﺧﻼل‬
‫ﺵﺮآﺎت اﻟﺴﻴﺎﺣﺔ واﻟﺜﻠﺚ ﻣﻦ ﺧﻼل اﻹﻋﻼﻧﺎت و ﻧﺤﻮ‪ ٪10.4‬ﻣﻦ ﺧﻼل‬
‫اﻟﻜﻠﻤﺔ اﻟﻤﻨﻄﻮﻗﺔ و‪ ٪9.8‬ﻣﻦ ﺧﻼل ﻣﻨﻈﻤﻮ اﻟﺴﻔﺮ‪.‬‬
‫‪ -‬ﻳﻮﺟﺪ ﺕﻀﺎرب ﺏﻴﻦ ﻋﻨﺎﺹﺮ اﻟﻤﺰﻳﺞ اﻟﺘﺮوﻳﺤﻲ اﻟﻤﺴﺘﺨﺪم ﺏﻮاﺳﻄﺔ‬
‫اﻟﻔﻨﺎدق وأراء ﻋﻴﻨﺔ اﻟﻨﺰﻻء ﺣﻴﺚ أن اﻹﻋﻼن هﻮ أهﻢ ﻋﻨﺎﺹﺮ اﻟﻤﺰﻳﺞ‬
‫اﻟﺘﺮوﻳﺤﻲ اﻟﻤﺴﺘﺨﺪم ﺏﻮاﺳﻄﺔ ﻓﻨﺎدق اﻟﻌﻴﻨﺔ ﻳﻠﻴﻪ اﻟﻌﻼﻗﺎت اﻟﻌﺎﻣﺔ وﺕﺮوﻳﺞ‬
‫اﻟﻤﺒﻴﻌﺎت وأﺧﻴﺮًا اﻟﺒﻴﻊ اﻟﺸﺨﺼﻲ‪ ،‬أﻣﺎ ﻋﻴﻨﺔ اﻟﻨﺰﻻء ﻓﻘﺪ رأوا أن ﺕﺮوﻳﺞ‬
‫اﻟﻤﺒﻴﻌﺎت هﻲ أهﻢ ﻋﻨﺎﺹﺮ اﻟﻤﺰﻳﺞ اﻟﺘﺮوﻳﺤﻲ ﻳﻠﻴﻪ اﻟﻌﻼﻗﺎت اﻟﻌﺎﻣﺔ‬
‫واﻟﺒﻴﻊ اﻟﺸﺨﺼﻲ وأﺧﻴﺮًا اﻹﻋﻼن‪.‬‬
‫‪ -‬اﺧﺘﺎرت ﻋﻴﻨﺔ اﻟﻨﺰﻻء اﻹﻧﺘﺮﻧﺖ آﺄآﺒﺮاﻟﻮﺳﺎﺋﻞ اﻻﻋﻼﻧﻴﺔ ﺕﺄﺙﻴﺮًا ﺕﻠﻴﻪ‬
‫اﻟﺠﺮاﺋﺪ واﻟﻤﺠﻼت واﻟﻠﻮﺣﺎت اﻹﻋﻼﻧﻴﺔ وأﺧﻴﺮًا اﻹﻋﻼﻧﺎت اﻟﺘﻠﻴﻔﺰﻳﻮﻧﻴﺔ‬
‫ﺏﻴﻨﻤﺎ اﺣﺘﻠﺖ اﻟﻠﻮﺣﺎت اﻹﻋﻼﻧﻴﺔ أهﻢ اﻟﻮﺳﺎﺋﻞ اﻹﻋﻼﻧﻴﺔ اﻟﻤﺴﺘﺨﺪﻣﺔ‬
‫ﺏﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة ﺕﻠﻴﻬﺎ اﻹﻧﺘﺮﻧﺖ واﻟﺠﺮاﺋﺪ واﻟﻤﺠﻼت‬
‫وأﺧﻴﺮًا اﻹﻋﻼﻧﺎت اﻟﺘﻠﻴﻔﺰﻳﻮﻧﻴﺔ‪.‬‬
‫‪ -‬اﺣﺘﻠﺖ اﻟﺘﺨﻔﻴﻀﺎت أهﻢ وﺳﺎﺋﻞ ﺕﺮوﻳﺞ اﻟﻤﺒﻴﻌﺎت ﻣﻦ وﺟﻬﺔ ﻧﻈﺮ ﻋﻴﻨﺔ‬
‫اﻟﻨﺰﻻء ﺕﻠﻴﻬﺎ اﻟﻬﺪاﻳﺎ واﻟﻜﻮﺏﻮﻧﺎت وأﺧﻴﺮًا اﻟﻤﺴﺎﺏﻘﺎت‪.‬‬
‫‪ -‬اﺣﺘﻠﺖ اﻟﻤﻮاد اﻹﻋﻼﻧﻴﺔ اﻟﻤﻜﺘﻮﺏﺔ أهﻢ وﺳﺎﺋﻞ اﻟﻌﻼﻗﺎت اﻟﻌﺎﻣﺔ‬
‫اﻟﻤﺴﺘﺨﺪﻣﺔ ﺏﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة ﺕﻠﻴﻬﺎ اﻟﻤﻮاد اﻹﻋﻼﻧﻴﺔ‬
‫اﻟﻤﺼﻮرة واﻻﺣﺘﻔﺎل ﺏﺎﻷﺣﺪاث اﻟﻬﺎﻣﺔ واﻟﺪﻋﺎﻳﺔ و أﺧﻴﺮًا اﻟﻤﻌﺎرض‬
‫اﻟﺘﺠﺎرﻳﺔ‪.‬‬
‫‪ -‬ﻣﺎ ﻳﻘﺮب ﻣﻦ ﺙﻠﺜﻲ ﻋﻴﻨﺔ اﻟﻔﻨﺎدق ﻻ ﻳﻮﺟﺪ ﻟﻬﺎ ﻣﻮﻗﻊ ﻋﻠﻲ ﺵﺒﻜﺔ اﻹﻧﺘﺮﻧﺖ‪،‬‬
‫وﻳﺤﺘﻞ اﻟﺘﺮوﻳﺞ أهﻢ ﻣﻴﺰة ﻣﻦ ﻣﻤﻴﺰات اﻹﻧﺘﺮﻧﺖ ﻳﻠﻴﻪ اﻟﺘﻮزﻳﻊ وأﺧﻴﺮًا‬
‫اﻟﺒﻴﻊ اﻹﻟﻜﺘﺮوﻧﻲ‪ .‬آﻤﺎ أن ﻧﺼﻒ اﻟﻔﻨﺎدق اﻟﺘﻲ ﻟﻬﺎ ﻣﻮاﻗﻊ ﻋﻠﻲ اﻹﻧﺘﺮﻧﺖ‬
‫ﻻ ﺕﻘﻮم ﺏﺘﺤﺪﻳﺚ ﻣﻮاﻗﻌﻬﺎ‪ .‬وﻗﺪ اﺣﺘﻠﺖ ﺕﻜﺎﻟﻴﻒ ﺹﻴﺎﻧﺔ وﺕﺠﺪﻳﺪ اﻟﻤﻮﻗﻊ أهﻢ‬
‫ﻣﻌﻮﻗﺎت ﺕﻄﺒﻴﻖ اﻟﺘﺴﻮﻳﻖ ﻋﺒﺮ اﻹﻧﺘﺮﻧﺖ ﺕﻠﻴﻬﺎ اﻟﺴﺮﻳﺔ وﻧﻘﺺ اﻟﻌﻤﺎﻟﺔ‬
‫اﻟﻤﺪرﺏﺔ واﻣﺘﻼك ﺏﻴﺎﻧﺎت اﻟﻨﺰﻻء وأﺧﻴﺮًا اﻟﻤﺸﺎآﻞ اﻟﻔﻨﻴﺔ‪.‬‬
‫‪ -‬ﻣﻌﻈﻢ اﻟﻌﻴﻨﺔ ﻻ ﺕﻄﺒﻖ اﻟﺘﺴﻮﻳﻖ ﻋﺒﺮ اﻟﻌﻼﻗﺎت‪.‬‬
‫ﻣﻤﺎ ﺳﺒﻖ أﻣﻜﻦ اﻟﺘﻮﺹﻞ اﻟﻲ ﻋﺪة ﺕﻮﺹﻴﺎت ﻳﺮي اﻟﺒﺎﺣﺚ أﻧﻪ ﻣﻦ ﺧﻼﻟﻬﺎ‬
‫ﻳﻤﻜﻦ ﺕﺤﺴﻴﻦ اﻟﺴﻴﺎﺳﺎت اﻟﺘﺴﻮﻳﻘﻴﺔ اﻟﻤﻄﺒﻘﺔ ﺏﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة وﺕﻮﺟﻪ هﺬﻩ‬
‫اﻟﺘﻮﺹﻴﺎت إﻟﻰ وزارة اﻟﺴﻴﺎﺣﺔ وﻏﺮﻓﺔ اﻟﻤﻨﺸﺎت اﻟﻔﻨﺪﻗﻴﺔ ﻣﻦ ﺟﻬﺔ وﻓﻨﺎدق اﻟﺜﻼث‬
‫ﻧﺠﻮم ﺏﺎﻟﻘﺎهﺮة ﻣﻦ ﺟﻬﺔ أﺧﺮي وﺕﻮﺽﺢ هﺬﻩ اﻟﺘﻮﺹﻴﺎت ﻓﻲ اﻵﺕﻲ‪:‬‬
‫اﻟﻤﻘﺘﺮﺡﺎت اﻟﻤﻮﺝﻬﺔ إﻟﻲ وزارة اﻟﺴﻴﺎﺡﺔ وﻏﺮﻓﺔ اﻟﻤﻨﺸﺎت اﻟﻔﻨﺪﻗﻴﺔ‬

‫‪ (1‬وﺽﻊ ﺏﺮاﻣﺞ ﻟﺮﻓﻊ ﻣﺴﺘﻮي اﻟﺠﻮدة ﺏﻔﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم‪.‬‬
‫‪ (2‬ﻣﺴﺎﻋﺪة ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﻟﻠﺤﺼﻮل ﻋﻠﻲ ﻧﺼﻴﺒﻬﺎ اﻟﻌﺎدل ﻣﻦ اﻟﺴﻮق‬
‫اﻟﺴﻴﺎﺣﻲ ﻣﻦ ﺧﻼل إدراﺟﻬﺎ ﺏﺪرﺟﺔ أآﺒﺮﻓﻲ ﺧﻄﻂ اﻟﺘﺮوﻳﺞ اﻟﺘﻲ ﺕﻘﻮم ﺏﻬﺎ‬
‫آﻼ ﻣﻦ وزارة اﻟﺴﻴﺎﺣﺔ وﻏﺮﻓﺔ اﻟﻤﻨﺸﺎت اﻟﻔﻨﺪﻗﻴﺔ‪.‬‬
‫‪ (3‬إﻋﺪاد دورات وﺏﺮاﻣﺞ ﺕﺪرﻳﺒﻴﺔ ﻟﻤﺪﻳﺮي أﻗﺴﺎم اﻟﺒﻴﻊ واﻟﺘﺴﻮﻳﻖ وﻣﺪﻳﺮي‬
‫ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﻟﺘﻌﺮﻳﻔﻬﻢ ﺏﻄﺮق اﻟﺘﺴﻮﻳﻖ اﻟﺤﺪﻳﺜﺔ واﻻﺕﺠﺎهﺎت اﻟﺤﺪﻳﺜﺔ‬
‫ﻓﻲ ادارة هﺬﻩ اﻟﻔﻨﺎدق‪.‬‬
‫‪ (4‬ﻋﻠﻲ وزارة اﻟﺴﻴﺎﺣﺔ وﻏﺮﻓﺔ اﻟﻤﻨﺸﺎت اﻟﻔﻨﺪﻗﻴﺔ وﺽﻊ ﺣﺪ ﻟﻠﺘﺨﻔﻴﻀﺎت اﻟﺘﻲ‬
‫ﺕﻘﻮم ﺏﻬﺎ اﻟﻔﻨﺎدق اﻟﻤﺼﺮﻳﺔ واﻟﺘﻲ ﻟﻬﺎ آﺒﻴﺮ اﻷﺙﺮ اﻟﺴﻴﺊ ﻋﻠﻲ ﻣﺴﺘﻘﺒﻞ اﻟﺴﻴﺎﺣﺔ‬
‫اﻟﻤﺼﺮﻳﺔ وﺕﻮﻗﻴﻊ اﻟﻐﺮاﻣﺎت اﻟﻤﻨﺎﺳﺒﺔ ﻋﻠﻲ اﻟﻤﺨﺎﻟﻒ ﻟﻬﺬﻩ اﻟﺤﺪود‪.‬‬
‫اﻟﻤﻘﺘﺮﺡﺎت اﻟﻤﻮﺝﻬﺔ إﻟﻲ ﻡﺪﻳﺮي أﻗﺴﺎم اﻟﺒﻴﻊ واﻟﺘﺴﻮﻳﻖ وﻡﺪﻳﺮي ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم‬
‫‪ (1‬اﺳﺘﺨﺪام ﺕﻘﻨﻴﺎت ﺕﻘﺴﻴﻢ اﻟﺴﻮق إﻟﻰ ﺵﺮاﺋﺢ وﺕﺤﺪﻳﺪ اﻟﺸﺮاﺋﺢ اﻟﺘﻲ‬

‫ﺳﻴﻘﻮم اﻟﻔﻨﺪق ﺏﺎﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ وﺕﺤﺪﻳﺪ ﻧﺴﺐ هﺬﻩ اﻟﺸﺮاﺋﺢ ﺣﺘﻰ ﻳﻜﻮن‬
‫اﻟﻔﻨﺪق ﻗﺎدرا ﻋﻠﻲ ﺕﻘﺪﻳﻢ أﻓﻀﻞ ﻣﺴﺘﻮي ﻣﻦ اﻟﺨﺪﻣﺔ ﻷآﺜﺮ اﻟﺸﺮاﺋﺢ‬
‫رﺏﺤﻴﺔ‪.‬‬
‫‪ (2‬ﻋﻠﻲ ﻣﺪﻳﺮي ﺵﺌﻮن اﻟﻌﺎﻣﻠﻴﻦ )ﻣﺪﻳﺮي اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ( وﺽﻊ‬
‫ﺏﺮﻧﺎﻣﺞ ﺕﻮﻇﻴﻒ ﻳﺘﻨﺎﺳﺐ ﻣﻊ اﺣﺘﻴﺎﺟﺎت اﻟﻔﻨﺪق وأن ﻳﺘﻢ ﺕﻄﺒﻴﻖ ﻋﻤﻠﻴﺔ‬
‫اﺧﺘﻴﺎر اﻟﻌﺎﻣﻠﻴﻦ ﺏﺪﻗﺔ وأن ﻳﺘﻢ وﺽﻊ ﺏﺮاﻣﺞ ﺕﻮﺟﻴﻪ و ﺕﻜﻴﻒ ﻣﻊ ﺏﻴﺌﺔ‬
‫اﻟﻌﻤﻞ ﺕﺘﻨﺎﺳﺐ ﻣﻊ اﺕﺠﺎهﺎت وﺳﻴﺎﺳﺎت واﺣﺘﻴﺎﺟﺎت اﻟﻔﻨﺪق‪.‬‬
‫‪ (3‬اﺵﺘﺮاك ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﻣﻊ ﺏﻌﻀﻬﺎ اﻟﺒﻌﺾ أو ﻋﺪد ﻣﻨﻬﺎ أو‬
‫ﺕﺸﺘﺮك ﻣﻊ ﻓﻨﺎدق ﻣﻦ ﻓﺌﺎت أﺧﺮي ﻓﻲ ﺕﻜﻮﻳﻦ اﺕﺤﺎد ﻳﻘﺪم ﻟﻬﻢ ﺧﺪﻣﺎت‬
‫ﺕﺴﻮﻳﻘﻴﺔ ﻣﺸﺘﺮآﺔ ﻣﺜﻞ اﻟﺘﺮوﻳﺞ وﺧﺎﺹﺔ ﻣﻦ ﺧﻼل اﻻﺳﻢ اﻟﺘﺠﺎري‬
‫واﻟﻘﻴﺎم ﺏﻌﻤﻠﻴﺔ اﻟﺘﻮزﻳﻊ و ﺧﺎﺹﺔ ﻣﻦ ﺧﻼل ﻧﻈﺎم اﻟﺤﺠﺰ اﻟﻤﺮآﺰي‪.‬‬
‫‪ (4‬إﻋﺪاد ﻣﺰﻳﺪ ﻣﻦ ﺏﺮاﻣﺞ ﺕﺮوﻳﺞ اﻟﻤﺒﻴﻌﺎت ﻟﺮﻓﻊ ﻣﺘﻮﺳﻂ اﻹﺵﻐﺎل‬
‫وﺧﺎﺹﺔ ﺧﻼل ﻓﺘﺮات اﻟﺮآﻮد‪.‬‬
‫‪ (5‬أﻋﺪاد ﺏﺮاﻣﺞ ﻟﻠﻌﻼﻗﺎت اﻟﻌﺎﻣﺔ ﺣﻴﺚ أﻧﻬﺎ اﻗﻞ ﻋﻨﺎﺹﺮ اﻟﻤﺰﻳﺞ‬
‫اﻟﺘﺮوﻳﺤﻲ ﺕﻜﻠﻔﺔ ﺏﺎﻟﺮﻏﻢ ﻣﻦ ﻧﺘﺎﺋﺠﻬﺎ اﻟﻔﻌﺎﻟﺔ وﺧﺎﺹﺔ إذا ﺕﻢ اﺳﺘﻐﻼﻟﻬﺎ‬
‫ﻣﻦ ﻗﺒﻞ اﻟﻌﺎﻣﻠﻴﻦ ﺏﻘﺴﻢ اﻟﺒﻴﻊ واﻟﺘﺴﻮﻳﻖ ﺏﺸﻜﻞ ﺟﻴﺪ‪.‬‬
‫‪ (6‬زﻳﺎدة اﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺵﺮآﺎت و ﻣﺆﺳﺴﺎت اﻷﻋﻤﺎل و رﺟﺎل اﻷﻋﻤﺎل‬
‫ﺣﻴﺚ أن ﻧﺰﻻء هﺬﻩ اﻟﺸﺮاﺋﺢ ﺕﺘﻤﺘﻊ ﺏﻘﻮة ﺵﺮاﺋﻴﺔ وﻟﺬا ﻳﺠﺐ ﻋﻠﻲ‬
‫ﻓﻨﺎدق اﻟﺜﻼث ﻧﺠﻮم ﺕﻮﻓﻴﺮ ﺏﻌﺾ اﻟﺘﺴﻬﻴﻼت اﻟﺘﻲ ﺕﺤﺘﺎﺟﻬﺎ هﺬﻩ‬
‫اﻟﺸﺮاﺋﺢ ﻣﺜﻞ أﺟﻬﺰة اﻟﻔﺎآﺲ واﻹﻧﺘﺮﻧﺖ وﻣﺮاآﺰ ﺧﺪﻣﺔ رﺟﺎل‬
‫اﻷﻋﻤﺎل‪.‬‬
‫‪ (7‬زﻳﺎدة اﻻهﺘﻤﺎم ﺏﺸﺮﻳﺤﺔ اﻟﻤﺼﺮﻳﻴﻦ وذﻟﻚ ﻟﺮﻓﻊ ﻣﺘﻮﺳﻂ اﻹﺵﻐﺎل‬
‫وﺧﺎﺹﺔ ﺧﻼل ﻓﺘﺮات اﻟﺮآﻮد‪.‬‬
‫‪ (8‬ﺕﻄﺒﻴﻖ اﻟﺘﺴﻮﻳﻖ ﻋﺒﺮ اﻹﻧﺘﺮﻧﺖ وذﻟﻚ ﻣﻦ ﺧﻼل ﻣﺴﺘﻮﻳﻴﻦ اﻷول وهﻮ‬
‫اﻟﺘﺴﻮﻳﻖ اﻟﻤﺒﺎﺵﺮ ﺏﻮاﺳﻄﺔ ﺹﻔﺤﺔ اﻟﻮﻳﺐ اﻟﺨﺎﺹﺔ ﺏﺎﻟﻔﻨﺪق أﻣﺎ‬
‫اﻟﻤﺴﺘﻮي اﻵﺧﺮ ﻓﻬﻮ ﺏﻮاﺳﻄﺔ ﻣﻮاﻗﻊ اﻟﺒﺤﺚ اﻟﺘﻲ ﻳﺠﺐ ﻋﻠﻲ هﺬﻩ‬
‫اﻟﻔﻨﺎدق ﺕﻮﻃﻴﺪ اﻟﻌﻼﻗﺎت ﻣﻌﻬﺎ ﻣﺜﻞ ﻣﻮاﻗﻊ اﻟﺤﺠﺰ وﺵﺮآﺎت اﻟﺴﻴﺎﺣﺔ‬
‫اﻟﻤﻮﺟﻮدة ﻋﻠﻲ اﻹﻧﺘﺮﻧﺖ‪ .‬وﻳﺠﺐ أن ﻳﻜﻮن هﻨﺎك ﺕﻜﺎﻣﻞ ﺏﻴﻦ اﻟﻤﺰﻳﺞ‬
‫اﻟﺘﺴﻮﻳﻘﻲ ﻟﻬﺬﻩ اﻟﻔﻨﺎدق وﺧﻄﺔ ﺕﺴﻮﻳﻘﻬﺎ ﻋﺒﺮ اﻹﻧﺘﺮﻧﺖ‪.‬‬
‫‪ (9‬ﺕﻄﺒﻴﻖ اﻟﺘﺴﻮﻳﻖ ﺏﺎﻟﻌﻼﻗﺎت واﺳﺘﻐﻼل اﻟﻌﻼﻗﺎت اﻟﺠﻴﺪة ﻟﻬﺬﻩ اﻟﻔﻨﺎدق‬

‫ﺏﻨﺰﻻﺋﻬﺎ ﻟﺮﻓﻊ اﻹﻳﺮادات واﺳﺘﻐﻼل ﺹﻔﺤﺔ اﻟﻮﻳﺐ اﻟﺨﺎﺹﺔ ﺏﺎﻟﻔﻨﺪق‬
‫ﻓﻲ ﺕﻄﺒﻴﻖ اﻟﺘﺴﻮﻳﻖ ﺏﺎﻟﻌﻼﻗﺎت ﻋﻦ ﻃﺮﻳﻖ إرﺳﺎل اﻟﺒﺮﻳﺪ اﻹﻟﻜﺘﺮوﻧﻲ‬
‫أو اﻟﻌﺮوض اﻟﺨﺎﺹﺔ ﺏﺎﻟﻔﻨﺪق واﻟﺮد ﻋﻠﻲ اﺳﺘﻔﺴﺎرات اﻟﻌﻤﻼء‬
‫واﻟﺘﺤﺪث ﻣﻌﻬﻢ ﻋﻦ ﻃﺮﻳﻖ ﻣﺠﻤﻮﻋﺎت اﻟﺪردﺵﺔ‪.‬‬
‫‪ (10‬اﻻهﺘﻤﺎم واﻟﺘﺤﻠﻴﻞ اﻟﺠﻴﺪ ﻟﻤﺸﺎآﻞ اﻟﻨﺰﻻء وﺕﻌﻠﻴﻘﺎﺕﻬﻢ وﺁراﺋﻬﻢ ﺣﻴﺚ‬

‫أﻧﻬﻢ اﻟﻤﺆﺵﺮ اﻟﺤﻘﻴﻘﻲ ﻟﻤﺴﺘﻮي اﻟﺨﺪﻣﺔ ﺏﺎﻟﻔﻨﺪق واﺳﺘﻐﻼﻟﻬﺎ آﺒﺪاﻳﺔ‬
‫ﻟﺒﻨﺎء ﻋﻼﻗﺎت ﺟﻴﺪة ﻣﻌﻬﻢ‪.‬‬
‫ﺟﺎﻣﻌﺔ ﺣﻠﻮان‬
‫آﻠﻴﺔ اﻟﺴﻴﺎﺣﺔ و اﻟﻔﻨﺎدق‬
‫ﻗﺴﻢ إدارة اﻟﻔﻨﺎدق‬
‫ﺕﺤﺴﻴﻦ اﻟﺴﻴﺎﺳﺎت اﻟﺘﺴﻮﻳﻘﻴﺔ اﻟﻤﻄﺒﻘﺔ ﺑﻔﻨﺎدق اﻟﺜﻼث‬

‫ﻧﺠﻮم ﺑﺎﻟﻘﺎهﺮة‬
‫رﺳﺎﻟﺔ ﻣﻘﺪﻣﺔ ﻣﻦ اﻟﺪارس‬
‫ﻡﺤﻤﺪ أﺡﻤﺪ ﻋﻠﻲ أﺡﻤﺪ‬

‫ﺏﻜﺎﻟﻮرﻳﻮس إدارة اﻟﻔﻨﺎدق ‪2001‬‬
‫اﺳﺘﻴﻔﺎء ﻟﻤﺘﻄﻠﺒﺎت اﻟﺤﺼﻮل ﻋﻠﻲ درﺟﺔ اﻟﻤﺎﺟﺴﺘﻴﺮ ﻓﻲ إدارة اﻟﻔﻨﺎدق‬
‫ﺕﺤﺖ إﺷﺮاف‬
‫أ‪.‬م‪.‬د‪ / .‬ﻡﺼﻄﻔﻲ ﻡﺤﻤﺪ اﻟﺰﻏﻞ‬

‫)أﺳﺘﺎذ ﻣﺴﺎﻋﺪ ﺏﻘﺴﻢ إدارة اﻟﻔﻨﺎدق ‪ /‬آﻠﻴﺔ اﻟﺴﻴﺎﺣﺔ و اﻟﻔﻨﺎدق ‪ /‬ﺟﺎﻣﻌﺔ ﺣﻠﻮان(‬
‫د‪ / .‬وﻓﺎء أﺡﻤﺪ ﻧﻮر اﻟﺪﻳﻦ اﻟﻴﺎس‬

‫)ﻣﺪرس ﺏﻘﺴﻢ اﻟﺪراﺳﺎت اﻟﺴﻴﺎﺣﻴﺔ ‪ /‬آﻠﻴﺔ اﻟﺴﻴﺎﺣﺔ و اﻟﻔﻨﺎدق ‪ /‬ﺟﺎﻣﻌﺔ اﻟﻤﻨﻴﺎ(‬
‫‪2004‬‬

Mohamedahmedaly

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Mohamedahmedaly

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Helwan University

Faculty of Tourism and Hotel Management

Improving the Marketing Policies Adopted in

Under the Supervision of

Ass. Prof. Dr. / Moustafa Mohamed El-Zaghl

Dr. / Wafaa Ahmed Nour EL-Din Elias

TITLE : Improving the Marketing Policies Adopted in the

NAME : Mohammed Ahmed Ali Ahmed

This Thesis for the Master Degree in Hotel Management has

Prof. Dr. -----------------------------------------------------------

Prof. Dr. -----------------------------------------------------------

Prof. Dr. -----------------------------------------------------------

Degree Conferred / / 2004

I would like to express my deepest gratitude and

Also I’m grateful and I’d like to thank Dr. Wafaa

My special thanks go to all the people who helped me

CHAPTER ONE: REVIEW OF LITERATURE 3

CHAPTER TWO: MATERIALS AND METHODOLOGY 59

CHAPTER THREE: RESULTS AND DISCUSSION 67

1. The current situation of Cairo three star hotels 68

2. A preliminary survey on all Cairo three star hotels 76

3 Distribution of Cairo three star hotels 60

4 Breakdown of Egypt hotel capacity (rooms)

5 Breakdown of Cairo hotel capacity (rooms)

7 Cairo three star hotels residents by segment (1999-

8 Availability of sales and marketing department in

9 Market segmentation adoption in the investigated

10 Application of particular pricing policy 79

12 Price flexibility in the tested hotels 80

13 Ranking price-flexibility policies 80

14 Ranking price-flexibility policies in percentages 81

15 Ranking distribution channels of the tested sample 82

16 Ranking distribution channels of the sample as

18 Ranking the problems facing the hotels during

19 Ranking the promotional mix tools 86

20 Ranking the promotional mix tools as percentages of

21 Ranking advertising media 87

22 Ranking advertising media as percentages of the

23 Ranking public relations tools 89

24 Ranking public relations tools as percentages of the

25 Availability of the web site on the Internet 90

26 Ranking the major benefits of the Internet 91

27 Ranking the major benefits of the Internet as

28 Intervals of updating web site 92

29 Ranking drawbacks of the Internet marketing 93

30 Ranking drawbacks of the Internet marketing as

31 Relationship marketing implementation 95

32 Quality of hotel services as evaluated by the travel

33 Hotel price flexibility as evaluated by the travel

34 Availability of discounts as described by the travel

35 The relationship between the travel agents and the

36 Problems facing the travel agents 99

37 Ranking the problems facing the travel agents 100

38 The previous stay of the sample in Cairo three star

39 Number of the sample previous staying in Cairo three

40 The purpose of the respondent’s visit 103

41 Quality of hotel services as evaluated by the guests 104

42 The opinions of the sample about the prices in Cairo

43 Reasons for the hotel choices 106

44 Ranking the reasons for the hotel choices as

45 Acquaintance of respondents about Cairo three star

46 Ranking the promotional mix tools according to

47 Ranking the promotional mix tools perception as

48 Ranking advertising media according to the guests’