International plan
Briefly explain the chosen hotel
Considerations (select from the below depending on relevance)
History and Geography factors
Political environment (trade)
Legal factors
Cultural factors
Develop Marketing Strategies.
Segmentation and targeting
Adaptation to the new market
Select only one of the following:
Mode of entry (see details in materials):
-
- Ownership
Common skills: assessed (bold) or developed (italics):
2. Manages own
time in achieving
objectives.
7.Relates to and
MANAGING AND DEVELOPING
SELF
WORKING WITH AND RELATING
TO OTHERS
COMMUNICATING
Exporting
Contractual agreement
Strategic alliance
MANAGING TASKS AND SOLVING
PROBLEMS
BECOMING NUMERATE AND
USING TECHNOLOGY
1.Manages own
role and
responsibilities
8.Treats others
values, belts
and opinions with
respect
Receives and
responds to a
variety of
information
13. Uses
information
sources
16.Apples
numerical skills
and techniques
objectively with
individuals and
groups
30. Presents
information in a
variety of visual
forms
34. Deals with a
combination of
routine and non-
routine tasks
17.Uses a range
of technological
equipment and
Weighting
10%
20%
10%
20%
20%
3. Undertakes personal
and career
development
Works effectively as
a member of a team
writing
11.Communicates in
15.identifies and
solves routine and
non-routine problems
4. Transfers skils
gained to new and
changing situations
and contexts.
12.Participates in oral
and non-verbal
communication
T
Special instructions:
This coursework consists in developing an international plan for a hotel of your choice in Saudi
Arabia. Ideally you should choose one hotel that you know very well (for example where you are
currently working or where you have had working experience).
The objective is that you select all the relevant information that you need in order to access a new
(international) market, collect it and present it in a report.
Remember that any material should be presented in a professional way and do not forget to provide
references accordingly (in APA 7 edition style).
5.Uses a
range of
thought
processes
Fig: 1