The dynamics of the current business environment have complicated the manner in which businesses are carried out throughout the world (Calkins, 2008). For instance, depending on the scope of customers’ needs and the prevailing levels of competition, marketing strategies vary from one industry to the other (Keller & Kotler, 2012). Such considerations are evident in the marketing plans of Hawaii, Wisconsin and Connecticut. In the case of Wisconsin and Hawaii, the marketing plans are tailored upon seasons and families. On the other hand, Connecticut’s marketing plan resolves around the integration of tourism products and partnerships. While the three plans have effective communications and advertisement measures, they focus little on diversification of markets.
The marketing plans for Connecticut and Wisconsin have some measure of strength. The scope of their advertising strategies is broad and effective. The in-depth levels of integration for various technologies and communication strategies have provided their tourism products with a competitive edge (Calkins, 2008). To be specific, the online-marketing strategy could have enabled Wisconsin tourist products to attract visitors outside its traditional markets. In any case, Keller and Kotler (2012) have argued that the introduction of information technology and the continued evolution of the Internet have expanded global markets for many businesses.
The marketing strategies, in the case of Hawaii and Connecticut, focus more on measurable outcomes. In line with Keller and Kotler (2012) views, the strategies encompass a formula for planning marketing engagements for specific tourism and related industries. Seemingly, the communication strategies in the plans for Wisconsin and Connecticut are a great strength. At any rate, the management of relationships between a business organization and its customers is one of the most sensitive aspects of a marketing plan (Calkins, 2008). In the case Wisconsin, effective processes and Internet communication measures have been employed to manage customers and improve the states’ public image. Moreover, the communication strategies such as website and the e-zine content are instrumental in enhancing Wisconsin’s tourism products and sales management procedures (Calkins, 2008). In the end, marketing efforts seem to be geared towards very reliable and cost-effective marketing strategies (Keller & Kotler, 2012).
However, the marketing plan for Wisconsin has notable weaknesses. One of these setbacks is its limited focus on the international market. This may mean that some factors of the marketing mix, including place, are not addressed adequately (Keller & Kotler, 2012). In a competitive market, tourism destinations ought to design strategies that focus on the global market (Calkins, 2008). Viewed together, the plan should entail strategies that encourage investing in international aviation. Often, this approach ensures that other potential opportunities are exploited (Keller & Kotler, 2012). In this regard, the plan ought to focus on collaborating with subsidiary airline companies to help it reach unexploited markets.
Likewise, the current market plan for Hawaii focuses more on beach goers. This category seems less interested in other activities like going on trips in other parts of the state. Perhaps, the plan should focus more in developing capacity for other destinations within the state to spread income that is associated with tourism to other parts of the state (Keller & Kotler, 2012). In addition, while various websites and other e-marketing promotional tools exist in the plan, there is a need to enhance their use and appeal.
In conclusion, while the marketing plans for the three states of Wisconsin, Hawaii and Connecticut have some loopholes, there are aspects that make them effective. Despite their limited focus on the international market, various measures have been put in place to ensure that the states’ tourism products remain competitive in the market. Value creation seems to be well captured through adaptive marketing strategies.
References
Calkins, T (2008). Breakthrough marketing plans: How to stop wasting time and start driving growth. New York: Palgrave Macmillan.
Keller, K., & Kotler, P. (2012). Marketing management. Upper Saddle River, New Jersey: Pearson Prentice Hall.