When marketing to LGBTQ+ consumers is concerned, the opinions regarding the best strategies tend to diversify. Firstly, there is a view that if an LGBTQ+ traveler appreciates some features of a hotel they stop at, it is likely that other people would appreciate that as well (Anders 45). At the baseline of another perspective lies a supposition that LGBTQ+ persons, especially couples, are more vulnerable when planning their holidays due to a high probability of coming-outs they will be forced to make as they travel (Johnson 86). Marriot’s LGBTQ+ campaigns have eliminated most of the difficulties connected with brand awareness among such audience (“LGBT Tourism Demographic Profile,” par. 6). Considering that the Marriott brand is known and renowned on the Web as a gay-friendly hotel brand, Rayong Marriott hotel is unlikely to experience awareness difficulties (“Gay-Friendly Hotels,” n.pag.). On the other hand, the competition rates run high. The SWOT analysis below is to illustrate the advantages and potential hazards that Rayong Marriott can possibly undergo.
As is the case with any marketing, the ways to promote a hotel are plentiful. In the case of Rayong Marriott, the root of the problem seems to be the lack of awareness. Considering the wide popularity of the brand, the difficulties with awareness raising will probably be minor. On the other hand, it only takes to google “gay-friendly hotels in Rayong” to acknowledge that the awareness and competition issues are tangible.
One of the strategies, as it has been enlisted, is to cooperate with gay-friendly tourism firms. The Marriott brand is enlisted on the majority of gay tourism portals, which cannot be said in relation to Rayong hotel. Cooperation with major tour operators would increase awareness immensely and give the hotel the opportunity to welcome LGBTQ+ visitors from all over the world.
One of the most optimal marketing strategies, at that, can be summarized as showing commitment. It is worth considering that, although Thailand is widely considered a destination friendly to LGBTQ+, the Thai population does not seem to welcome gender and sexual non-conformity as readily as tourism business (Thanthong-Knight par. 5). By showing commitment – and being committed – the hotel could attract both foreign and local customers. Such goals can be achieved through advertising that appeals directly to LGBTQ+ audience. To produce quality advertisements, outsourcing and LGBTQ+ exposition attendance might be needed since the target audience can easily detect whether the advert’s messages are genuinely concerned with them or not.
Finally, and in relation to being committed to the LGBTQ+ community, is showing support to the local LGBTQ+ community. The brand itself and Rayong Marriott in particular, can get involved with groups to get a fuller understanding of LGBTQ+ issues and preferences. Besides, it could sponsor LGBTQ+-related activities in Rayong, e.g., festivals, concerts, performances, and so forth. Another step forward would be to host such activities since the hotel possesses excellent facilities and is located to the advantage of performance hosting. Furthermore, the account of such events can be given via the hotel’s website. In this way, both the brand and the hotel can benefit: the Marriott brand would receive further recognition and the Rayong hotel would tackle its awareness issues. The benefit would be, in fact, threefold. In addition to the brand’s and hotel’s position, the local LGBTQ+ community would receive support and be enabled to draw public attention to their issues. Also, LGBTQ+ tourists and couples would regard Rayong Marriott as a holiday option and support it in return.
To conclude, the hotel would have to invest in advertising, provide more information on the website, and get committed to the LGBTQ+ community to attract this cluster of consumers locally. Considering the popularity of the brand and its investments in LGBTQ+ campaigns, increasing awareness for Rayong Mariott hotel is not an issue of extreme complexity on the global scale.
Works Cited
Anders, Helen. “Gay Travel Guru on a Mission.” Pittsburgh Post-Gazette 2013: 45. Print.
“Gay-Friendly Hotels.” Gaytravel.com. Gaytravel.com, 2016. Web.
Johnson, Ian. “The $180-billion dollar question “How is a gay traveller different to any other traveller?”” WTM Business 2013: 85-87. Print.
“LGBT Tourism Demographic Profile.” CMI Community Marketing & Insights. Community Marketing, Inc., 2016. Web.
“Rayong Marriott Resort & Spa.” Marriott. Marriott International, Inc., n.d. Web.
Thanthong-Knight, Siraphob. “The bitter truth behind Thailand’s gay-friendly image.” Deutsche Presse Agentur. CRM Nation Group.