For the first time Royal Caribbean Cruise Line (RCCL) takes its roots off shore with the aim to impress its public once more with a revolutionary new concept: The Aqua Theatre Café’, a multi-centre new site providing customers with innovative entertainment and dining experiences. Created from scratch by the Royal Caribbean R&D Department, the new theatre will benefit from the most innovative technology and an original architectural design, likely to become a new London iconic venue. Located in a premium position of the famous area of West End, offering a fantastic view of the city, The Aqua Theatre will provide an additional value to the so-called English “Theatre Land”, by offering something original and never seen before by the thousand of people that every day visit this fantastic city. It will also enhance the RCCL brand portfolio with a new energetic and provocative brand, which will boost RCCL brand awareness both domestically and globally. Additionally the brand will benefit from the great media coverage and public interest given the 2012 Olympics Games to take place in London.
Table of Contents
1. INTRODUCTION
1.1. WHAT IS OFFERING
1.2. THE CHALLENGE
1.3. THE SOLUTION
2. DEVELOPING THE BRAND
2.1. FROM MASS MEDIA TO EXPERIENTIAL MARKETING
2.2. THE BRAND IDENTITY
2.3. THE BRAND MEANING AND THE RESPONSE
2.4. THE BRAND RELATIONSHIP
2.5. THE BRAND MANTRA
2.6. THE BRAND PERSONALITY
3. POSITIONING THE BRAND
4. THE TARGET AUDIENCE
5. THE MARKET PLACE
5.1. THE LEISURE INDUSTRY
5.2. THE PERFORMING ARTS MARKET PLACE
5.3. THE RESTAURAN T MARKET PLACE
6. THE NEW BRAND AND THE PORTFOLIO
7. HOW IS THE ORGANIZATION GOING TO MAKE THE BRAND REAL?
8. CONCLUSION
Objectives and Topics
This work aims to develop a strategic brand plan for "The Aqua Theatre Café", a new concept created by Royal Caribbean Cruise Line (RCCL) to establish an onshore presence in London. The study addresses the challenge of the "Country of Origin" effect and consumer perceptions of cruising by proposing an experiential marketing strategy that provides a taste of the cruise experience, thereby increasing brand awareness and driving demand for future cruise bookings.
- Strategic development of a new onshore brand concept for RCCL.
- Implementation of experiential marketing to bridge the gap between land-based consumers and cruise products.
- Competitive positioning within the UK leisure and performing arts market.
- Integration of the new brand into the existing RCCL corporate brand portfolio.
Excerpt from the Book
1.3. The solution
The report suggests a new product service within the leisure market in order to meet the customers before the actual cruise experience, by offering a new brand that provide the essence of the cruise experience on land. This will be The Aqua Theatre Café’ by Royal Caribbean.
Alistair Williams in his article Tourism and hospitality marketing: fantasy, feeling and fun (2006) argued that the travel and tourism sector needs a more contemporary orientation. The marketing of tourism and hospitality products has become very complex and the majority of the marketing efforts are focusing not on the consumers, but on the destination or outlet, with strategies related to the product offered, commonly using conventional images as a way to attract consumer preferences (Williams, 2006).
In spite of this, contemporary consumers have become very much aware of the power of images and they are less likely to be deceived by traditional messages when bombarded by thousands of adverts every day. Moreover people are becoming more aware of what consumption means to them, they use it to make statements about themselves, to build up their identity and to create a sense of belonging (Williams, 2006).
Summary of Chapters
1. INTRODUCTION: Presents the revolutionary concept of The Aqua Theatre Café as an innovative entertainment and dining venue in London designed to boost RCCL brand awareness.
2. DEVELOPING THE BRAND: Details the transition to experiential marketing strategies and defines the brand's identity, meaning, personality, and relationship with customers.
3. POSITIONING THE BRAND: Outlines the brand's unique selling proposition and its positioning as an innovative venue to provide a competitive advantage in the London market.
4. THE TARGET AUDIENCE: Identifies the ideal demographics and consumer segments, including families and young professionals, who are likely to engage with the new brand concept.
5. THE MARKET PLACE: Analyzes the competitive landscape within the leisure, performing arts, and restaurant sectors in the UK.
6. THE NEW BRAND AND THE PORTFOLIO: Explains how the new brand functions as a flanker and strategic "silver bullet" to support the RCCL brand system.
7. HOW IS THE ORGANIZATION GOING TO MAKE THE BRAND REAL?: Discusses experience design and the importance of physical environment and staff training in bringing the brand concept to life.
8. CONCLUSION: Summarizes how the new brand leverages RCCL's strengths to engage the London public and educate them about the cruise experience.
Keywords
Royal Caribbean, The Aqua Theatre Café, Experiential Marketing, Brand Plan, Cruise Industry, Positioning, Consumer Perception, Brand Identity, Leisure Market, Performing Arts, Target Audience, Brand Portfolio, Customer Engagement, UK Market, Service Design.
Frequently Asked Questions
What is the primary focus of this brand plan?
The plan focuses on establishing a new, land-based venue for Royal Caribbean Cruise Line in London to serve as an entry point for potential customers and increase global brand awareness.
What are the main thematic areas covered in the report?
The report covers brand development, market positioning, analysis of the leisure and restaurant sectors, and strategic integration into the existing corporate portfolio.
What is the ultimate goal of "The Aqua Theatre Café"?
The primary goal is to provide a "taster" of the cruise experience to land-based consumers, thereby educating them and stimulating demand for actual cruise bookings.
Which marketing methodology is utilized?
The report adopts an experiential marketing approach, focusing on emotional engagement and sensory experiences rather than traditional advertising.
What does the main body of the work address?
It covers the strategic development of the brand, competitive analysis of the London market, and practical implementation strategies like experience design and touchpoint management.
Which keywords best describe this work?
Key terms include Royal Caribbean, experiential marketing, brand positioning, leisure industry, and customer engagement.
How does the "Country of Origin" effect influence this strategy?
The report identifies the "Country of Origin" effect as a challenge for global cruise brands in the UK, proposing the new brand as a familiarizing force to reduce this barrier.
Why is South Bank suggested as a location?
South Bank is identified as ideal because it remains close to the West End area while allowing for a unique architectural design that recalls the shape of a ship.
What role do the "Finest Experience" and "Chop Grilled" restaurants play?
They serve as premium and casual dining product services respectively, helping to differentiate the brand and cater to different audience segments like families and professionals.
- Quote paper
- BA Global Marketing Matteo Fabbi (Author), 2010, Royal Caribbean Cruise Line (RCCL) - Brand plan for a new concept: The Aqua Theatre Café, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/180650
