please provide long answers and explain everything. What is your strategy to increase sales? What is your target market(s) to achieve the objective and why were they chosen? Describe them using demographic, psychographic and lifestyle descriptors.

Principles Of Marketing
17th Edition
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Kotler, Philip, Armstrong, Gary (gary M.)
Chapter1: Marketing: Creating Customer Value And Engagement
Section: Chapter Questions
Problem 1.1DQ
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please provide long answers and explain everything.

  1. What is your strategy to increase sales?
  2. What is your target market(s) to achieve the objective and why were they chosen? Describe them using demographic, psychographic and lifestyle descriptors.
Advertising Decisions for the Alexandria Inn
ill Walker is a co-owner of the Alexandria Inn, an independently owned casual restaurant
located in an urban area in the southeastern United States. The city in which the
DAlecandria Inn is located has a year-round population of 200,000 that increases to nearly
350,000 during the tourist scason, which lasts for 6 months each year, with the peak being in the
summer months. The restaurant has seating for 200, divided between three separate dining areas.
An additional 45 seats are in the lounge area. There is currently no outside seating, although Bill
has considered adding an outside dining area. During the most recent fiscal year, the restaurant
had annual sales totaling $2.1 million, of which 70 percent was food, with the remaining
30 percent representing alcoholic beverages. There is a modest amount òf offsite catering, which
accounts for $125,000 annually.
The Alexandria Inn, which Bill and his co-owners developed as a mid-priced restaurant,
competes with several national chains located within a 2-mile radius. These chains include
Macaroni Grill, Chili's, and TGI Friday's, all of which are quite successful. During the last year,
Bill has noticed that each of these national chains has been much more aggressive in advertising
and promotions. These and other regional and national chains are running advertisements on a
continuous basis, both on radio and in print, as well as pulsating advertising on television. Most
of this television advertising is during the period of high tourist demand. In addition to their use of
advertising, these chains offer nearly constant promotions of one or more items on their menus,
and are again more aggressive during the height of the tourist season.
Bill asserts that the target market for the Alexandria Inn consists of more than 125,000 peo-
ple who live within an 8-mile radius of the restaurant. About 40 percent of the restaurant's busi-
ness comes during the lunch period, and the largest demand during lunch is from individuals who
work within 2 miles of the restaurant. Bill has cultivated a strong demand from several corporate
office parks located near the restaurant. His strategy asserts that this demand is more consistent
than catering to tourists. His goal is to keep a more even demand throughout the entire year,
something that focusing on tourists as his primary target market would not allow.
Transcribed Image Text:Advertising Decisions for the Alexandria Inn ill Walker is a co-owner of the Alexandria Inn, an independently owned casual restaurant located in an urban area in the southeastern United States. The city in which the DAlecandria Inn is located has a year-round population of 200,000 that increases to nearly 350,000 during the tourist scason, which lasts for 6 months each year, with the peak being in the summer months. The restaurant has seating for 200, divided between three separate dining areas. An additional 45 seats are in the lounge area. There is currently no outside seating, although Bill has considered adding an outside dining area. During the most recent fiscal year, the restaurant had annual sales totaling $2.1 million, of which 70 percent was food, with the remaining 30 percent representing alcoholic beverages. There is a modest amount òf offsite catering, which accounts for $125,000 annually. The Alexandria Inn, which Bill and his co-owners developed as a mid-priced restaurant, competes with several national chains located within a 2-mile radius. These chains include Macaroni Grill, Chili's, and TGI Friday's, all of which are quite successful. During the last year, Bill has noticed that each of these national chains has been much more aggressive in advertising and promotions. These and other regional and national chains are running advertisements on a continuous basis, both on radio and in print, as well as pulsating advertising on television. Most of this television advertising is during the period of high tourist demand. In addition to their use of advertising, these chains offer nearly constant promotions of one or more items on their menus, and are again more aggressive during the height of the tourist season. Bill asserts that the target market for the Alexandria Inn consists of more than 125,000 peo- ple who live within an 8-mile radius of the restaurant. About 40 percent of the restaurant's busi- ness comes during the lunch period, and the largest demand during lunch is from individuals who work within 2 miles of the restaurant. Bill has cultivated a strong demand from several corporate office parks located near the restaurant. His strategy asserts that this demand is more consistent than catering to tourists. His goal is to keep a more even demand throughout the entire year, something that focusing on tourists as his primary target market would not allow.
of this television advertising is during the period of high tourist demand. In addition to their use of
advertising, these chains offer nearly constant promotions of one or more items on their menus,
and are again more aggressive during the height of the tourist season.
Bill asserts that the target market for the Alexandria Inn consists of more than 125,000 peo-
ple who live within an 8-mile radius of the restaurant. About 40 percent of the restaurant's busi-
ness comes during the lunch period, and the largest demand during lunch is from individuals who
work within 2 miles of the restaurant. Bill has cultivated a strong demand from several corporate
office parks located near the restaurant. His strategy asserts that this demand is more consistent
than catering to tourists. His goal is to keep a more even demand throughout the entire year,
something that focusing on tourists as his primary target market would not allow.
Bill's dilemma is quite clear. Should he start to more aggressively advertise and promote the
restaurant? If yes, where and how? The restaurant has an ongoing relationship with a marketing
and public relations firm that Bill has worked with for the past 3 years. This firm creates and
produces all the posters, banners, and similar work used inside the restaurant. In addition, this
same firm does all the menu design and production. Bill has been very pleased with their work,
and the prices have been quite reasonable.
In recent weeks, Bill has been approached by both another marketing firm and a radio sta-
tion soliciting his business. The marketing firm has promised a 10 percent discount on all
design and production costs. The radio station is offering a commercial package that offers
20 percent more advertising time than regular advertising rates. In order to secure his business.
the radio station is willing to tie future advertising rates to documented increases in business
at the Alexandria Inn.
Last evening, Bill told his general manager, Chris Williams, that. he felt overwhelmed and
confused. At times like this he wished that his restaurant were part of a chain so that he could get
some help with advertising and promotion. The two of them talked for a while about what to do.
They developed the following questions, agreed to think about them, and will meet again in a
week to consider options, What should Bill do?
Transcribed Image Text:of this television advertising is during the period of high tourist demand. In addition to their use of advertising, these chains offer nearly constant promotions of one or more items on their menus, and are again more aggressive during the height of the tourist season. Bill asserts that the target market for the Alexandria Inn consists of more than 125,000 peo- ple who live within an 8-mile radius of the restaurant. About 40 percent of the restaurant's busi- ness comes during the lunch period, and the largest demand during lunch is from individuals who work within 2 miles of the restaurant. Bill has cultivated a strong demand from several corporate office parks located near the restaurant. His strategy asserts that this demand is more consistent than catering to tourists. His goal is to keep a more even demand throughout the entire year, something that focusing on tourists as his primary target market would not allow. Bill's dilemma is quite clear. Should he start to more aggressively advertise and promote the restaurant? If yes, where and how? The restaurant has an ongoing relationship with a marketing and public relations firm that Bill has worked with for the past 3 years. This firm creates and produces all the posters, banners, and similar work used inside the restaurant. In addition, this same firm does all the menu design and production. Bill has been very pleased with their work, and the prices have been quite reasonable. In recent weeks, Bill has been approached by both another marketing firm and a radio sta- tion soliciting his business. The marketing firm has promised a 10 percent discount on all design and production costs. The radio station is offering a commercial package that offers 20 percent more advertising time than regular advertising rates. In order to secure his business. the radio station is willing to tie future advertising rates to documented increases in business at the Alexandria Inn. Last evening, Bill told his general manager, Chris Williams, that. he felt overwhelmed and confused. At times like this he wished that his restaurant were part of a chain so that he could get some help with advertising and promotion. The two of them talked for a while about what to do. They developed the following questions, agreed to think about them, and will meet again in a week to consider options, What should Bill do?
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