NEAR EAST UNIVERSITY

1988

Faculty of Economics and Administrative Sciences

Market Opportunity Analysis "Five Star Hotel Industry, North Cyprus"

Graduation Project

Submitted to: Dr. Figen Ye~ilada

Submitted by: Wassim Shalabi I 20011745

Nicosia_2005

TABLE OF CONTEXT

ACKNOWLEDGMENT 1

ABSTRACT V

INTRODUCTION VI

PART ONE

1 MARKET ANALYSIS 1 1.1 DEFINING THE RELEVANT MARKET 1

1.1.1 Describing the product market structure 2 1.2 ANALYZING PRIMARY DEMAND 2

1.2.1 Buyer identification 3 1.2.2 Willingness and ability to buy 4

1.3 ANALYZING SELECTIVE DEMAND 7 1.3.1 Identifying the types of decision processes 7 1.3.2 Identifying determinants attributes 8

1.4 DEFINING MARKET SEGMENTS 10 1.4.1 Bases for segmenting markets I 0 1.4.2 Describing Segment Membership Behavior 11

2 COMPETITIVE ANALYSIS 14 2.1 IDENTIFYING TARGET MARKETS 14

2.1.1 Types of Markets 14 2.1.2 Identifying Target Markets 15 2.1.3 ldentify Why a Customer Would Want To Buy my Product!Service 15 2.1.4 Segment the Overall Market 16 2.1.5 ldentify Target Market 18

2.2 ASSESSING COMPETITIVE DYNAMICS ( COMPETITIVE STRUCTURE) 18 2.2.1 Threat of new entrants: 19 2.2.2 Threat of substitute products: 21 2.2.3 Bargaining power of buyers: 22 2.2.4 Bargaining power of suppliers: 23

2.3 ASSESSING THE INTENSITY OF COMPETITION 23 2.3.1 Exit Barriers 25 2.3.2 Exit barriers and entry barriers 26

2.4 ASSESSING COMPETITIVE ADVANTAGE 26 2.4.1 Cost Leadership 27 2.4.2 Differentiation 27 2.4.3 Focus 28

2.5 IDENTIFYING DIRECT COMPETITORS 28 2.6 OBTAINING COMPETITIVE INTELLIGENCE 29

2.6.1 The Intelligence Process 29 2.6.2 Three key skills 30 2.6.3 Conventional (traditional) sources 30 2.6.4 Unconventional sources 30

3 MARKET MEASUREMENTS 32

3.1 DEFINING WHAT TO MEASURE 32

I

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CO~CLUSION 75 APPENDIX I CONSTITUTIONAL LAW, HOTEL LICENSING ................•.......••..•................ 76 APPENDIX II HOTEL CLASSIFICATIONS (IN TURKISH) 81 REF'ERENCES 119

5 '5 5 7 7 7 l

List of Figures gure 1-1 Steps in Market Analysis 1

Figure 2-1 Forces driving industy competition 18 Figure 2-2 -Porters' generic strategies 27 gure 4-1 Steps in constructing a market-Attractiveness/Competitive-Position Matrix for

evaluating potential target markets 44

List of Graphs Graph 7-1 Average length of stay forecast 70 Graph 7-2 Occupancy Rate forecast 70 Graph 7-3 Number of tourists forecast 71 Graph 7-4 Number of bednights forecast. 71

List of Tables le 1-1 A frame work assessing if an attribute is determinant 9 le 2-1 Barriers and profitability 26 le 3-1 Advantages and disadvantages of various forecasting techniques 41 le 4-1 Factors underlying Market Attractiveness and competitive Position 46 le 4-2 Implications of alternative positions within the Market-Attractiveness/Competitive Irion Matrix for Target market selection, strategic objectives, and resource allocation 49

I able 5-1 Number of tourists, bednights and occupancy rate in tourist accommodation establishments by country of usual residence and years 55

le 6-1 Number of tourists, bed nights and occupancy rate in tourist accommodation establishments by country of usual residence (Turkey, U.K. and Germany) and years 60 Table 6-2 Exit and Entry barriers 64 Table 7-1 Net Income of the Tourism Industry, T.R.N.C. in dollars by Years (1998-2003) 66 able 7-2 Number of accommodation establishments and beds by categories and Years (1998-

-~~3) 67 able 7-3 Number of tourists and bednights, average length of stay and occupancy rate in five

hotels by years, and forecast (2000-2006) 68 le 8-1 Assessment of market-attractiveness factors 72

able 8-2 Assessment of competitive-position factors 73 Table 8-3 Imlications of identified position within the market-attractiveness-competitive-position matrix 74

III

ACKNOWLEDGMENT

I would like to specially thank Assistant Professor Figen Yesilada, and my family, whom have

layed an expceptional and surprizing unlimited amount of assisstance and support upon this

achievement, where they have also been evidence for inspiration, encouragement, and

motivation.

I would also like to thank the small army of talented and supportive people at the Office of Prime

Minister and Ministry of Tourism, for their extraordinary hospitality, motivation, and

\i\}W..~\l\\%t.\1~ \\\ ~t.\c.\\ \\\i;:.'i \\o.'ll;!. ijo.\.\\.ed. a\\ te(\.uited information with out delay.

Furthermost, I would like to thank all my instructors that assisted in the occurrence of this event,

ivhorn ivithour this research wou.ld not exist, and never hesitated to aid and lead me when I have

I therefore dedicate this achievement, with all modesty, to my instructors, to my family, and to

the Ministry of Tourism.

IV

CT

research will consist of two main parts each handling the same issues but the first will

e theoretical concepts and studies concerning a market opportunity analysis, the other part

study the market opportunity in TRNC for the "five star hotel industry in North Cyprus"

part will consist of four main chapters; market analysis, competitive analysis, market

surements, and identification of market attractiveness respectively. In chapter one, the

ive market is to be defined, then both primary and selective demands will be analyzed, and

ermore, market segments will be identified.

ter two will conduct a competitive analysis, it is divided into six main parts; identification

get market, the assessment of all three; competitive dynamics, intensity of competition, and

competitive advantage, identification of direct competitors, and obtaining competitive

gence.

ter three will determine the absolute and relative market potential, and conduct a sales

ast using different techniques to increase reliability of results.

not least chapter four will handle the issue of identifying market attractiveness through a

tep approach 1) selecting market attractiveness and competitive position factors, 2)

ighting each factor. 3) rating of each factor and plotting results on Matrix, 4) weighting each

or 5) allocate resources and strategies.

V

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pmdiog competition is a key aspect in an opportunity analysis, because it indicates whether the lll'l'CStillent can survive, challenge, or even lead .

.-Ket measurements demonstrate both size and growth rates of the market and sales forecast in

to select and develop appropriate corporate strategies. In addition benchmarks and sales

are to be set using these measurements. Further, such issues provide guide lines for future

geting and production programs.

tification of market attractiveness is the process of interpreting the outcome of the three

liminary chapters and deciding to which extent is the market attractive. In addition, this

ter will provide recommendations for strategic objectives and future resource allocation.

VII

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•. IARKET ANALYSIS

.- ·e step approach for analyzing markets has been designed to clarify the different kinds of

c,nand the managers must consider in strategic decision making, in addition it offers a series of

~stic questions that are designed to guide managers through the process of analyzing

*mand and establishing targets for marketing strategies and programs. Figure 1-1 illustrates

five steps.

Define the relative market

• Analyze primary demand for the relevant market

• Analyze selective demand within the relative market

• Define market segments

+ Identify potential target markets

I I

~ 7 M market is the set of products and/or services (within the total product market

management considers to be strategically important. Defining the relevant market

two steps. First management will attempt to describe the product market

second the relevant market boundaries within that product market

WISDOM IN WORDS e secret that has led me to my goal. My strength lies solely in my I 1

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!Ills~ of the relevant market basically escorts a manager through the way of identifying

Yant competing products and services within the buying process.

iiA Mi6cation of primary demand would instruct a manager in learning why and how

y a product form or class and who the buyers are in the relevant market. Fro

·e define the relevant market as herbal teas, the analysis of primary demand should

uys herbal teas (and who does not), and why some people buy and some people do

m.-, important reason for analyzing primary demand is to identify the growth opportunities

ct form or class. In order to identify growth opportunities and the actions that

en to realize these opportunities managers should attempt to answer a series of

R 5 •i,; questions about the buying process. These questions fall into two categories, which

idered the key elements in analyzing primary demand:

er-identification

· gness-to-buy and ability-to-buy

•ili::.aifj,ing the existing buyers or a product form or class, managers can obtain insights about

Ills •ial growth opportunities in a market and about appropriate means of communicating

market. All buyers and users of a product form or class on this planet have specific

' E Mi sics that can be categorized based on a criterion that is of essence for describing them

timum communication and meet other marketing objectives. There are three main

ation: rates of purchase of various product forms may be influenced by climate,

ation density, cultural tradition, and other factors that vary according to region or

-suburban-rural distinctions. For example, weather result in a greater demand for

· equipment in New England and in other northern and western state. Accordingly, it

· be appropriate for manufacturers of ski equipment to spend a greater share of the

ertising budget and to have more retail outlets in those regions.

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applications that are not job-related serves as a barrier to sales growth for in-home

computers.

What usage problems exist or are perceived to exist?: some products are not perceived as

performing equally well under all circumstances. It is important to identify situations in

which problems occur and to determine whether the problems lie in the product features

or in the users' lack of knowledge about how to use the products correctly. For instance,

customer training and technical assistance had a great positive influence on the sales of

microwave ovens so that they could avoid overcooking or undercooking

is the product or service compatible with the values and experiences of buyer?: when a

new product requires a change in buying or using behavior that conflicts with customers'

prior usage experiences or with broader value systems, the rate of adoption will be

lower. To overcome this source of resistance, managers should design communications

that stress not only the advantages of the product but also the advantages of the change in

values or usage experience that go with the product. For example, although earlier low­

calorie beers were market failures, miller's light was extremely successful even though it

had essentially the same features. In large part this success the company's' foresight in

associating a low-calorie count with the positive advantage of being less filling to appeal

to the heavy beer drinker. Values are also tied to cultures, so primary demand for some

products can vary dramatically across cultures.

What types of perceived risks are significant in the purchase of the product form?: the

willingness to buy a product form or product will also depend on the types of risks

perceived by potential buyers and there six types of risks that may be perceived by those

potential buyers

a. Economic and financial risk: if the purchase price maintenance cost, or operating

costs are high.

b. Time or convenience risks: if there is the potential for using up a large amount of time

in purchasing or using a product.

5

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Spatial availability: the cost of acquiring a product maybe a function of locational factors.

For example, people in very rural countries have less access to health care and,

consequently, visit physicians less frequently.

· ussion concerning the willingness and ability to buy is of benefit that doesn't stop at the

of analyzing primary demand buy is of essence when analyzing selective demand therefore

analysis will put managers in a better position.

A.~ALYZING SELECTIVE DEMAND

ile primary demand is the demand for a product form or class (such as tea, herbal tea, or

t tea), selective demand is the demand for a specific brand or supplier within the relevant

t, So if instant tea is chosen as the relevant market selective demand is the demand for

on Instant Tea or Nestea Instant Tea or any other individual brand.

rising selective demand, managers are primarily interested in understanding how buyers

choices from the alternative brands or suppliers within the relative market.

· section an approach for examining selective demand is to be illustrated. The first step in

approach is to identify the type of decision-making process likely to be used. The second

is to identify the determinant attributes.

1 Identifying the types of decision processes

· g decisions are typically categorized in terms of three types: (a) extensive problem solving,

limited problem solving, and (c) routinized response behavior.

1. Extensive problem solving: occurs when buyers have no prior experience (or at least no

recent prior experience) in purchasing a product or service and when the product or

7

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that buyers can use to evaluate the economy of operation benefit. There is a frame

or assessing how determinant an attribute is. Table 1-2 illustrates this framework.

1-1 A frame work assessing if an attribute is determinant

Perceived Low

Importance

Of This

Attribute

High

Perceived Variation among

Alternatives on this attribute

Low High

Irrelevant Optional

Attribute Attribute

Defensive Determinant

Attribute Attribute

Source: Joseph Guiltinan P., Paul Gordon W., MARKETING MANAGEMENT, fifth edition, 1994, 69

.ically a buyer could evaluate any individual attribute as falling into one of the four categories

yed in the precious figure. For example, some one considering alternative brands of lawn

ers would probably consider "easy to start" important. But if most or all competing mowers

equally easy to start, then this becomes a defensive attribute, something that is necessary to

id being eliminated from consideration but not something that will cause people to choose a

uct. On the other hand some attributes may make a product different but are not (currently)

idered to be very important, such attributes are optional such as a lawn mowers steering

1 that can be tilted at different angles. Both dimensions of attribute determinants are

ssary to be considered in the process of new product development in addition to determining

analyzing selective demand. (Guiltman P.Joseph, Paul W. Gordon, 69)

9

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I •+istics can be an effective way to identify the segments that should receive the

p a ions promotional spending. For example, If management's segmentation goal is to

';. u •wie or non-buying the lack of ability to buy or the lack of willingness to buy is

· rate of sales of bicycles to older adults reflects factors that are correlated with

adults face more serious consequences of injuries caused by falling down, and they

gree of acceptance of uncomfortable seats. The task, then, is to find a solution to

ger can usually anticipate that there will be differences across buyers in the attributes that

in making choices among brand or supplier alternatives. Because the direct link between

I e,inant attributes and choice, managers concerned with selective demand generally attempt

mt the market on the bases of the attribute (or benefits) sought. Thus, mangers at a bank

anr to know how potential customers make choices among the different private banking

.,.41ll4Ule. Where as some could be motivated by service charges, others by the

I - h of the banker they worked with, and others by the availability of tax assistance.

h information must be gathered by surveys of potential customers within a firm's

·L While collecting it is often time consuming and costly, this may be the most useful set of

eting data a firm can attain.

Describing Segment Membership Behavior

fmmg market segments in terms 01 buyers' iuea\ combinations 01 ueterminant attributes,

gers can isolate the key choice criteria used in different segments in order to design market

~ngs. However, managers are also interested in knowing what potential sales opportunities

presented buy each segment and how the members in each segment can best be targeted in

pting to influence their choice. In order to describe these behaviors, potential sales

ities must be known, in addition to knowing how to target segment members.

11

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example, if we were to find that the low-caffeine segment of the cola market is heavily

osed of adults over 50 years of age, this is useful in deciding how to select media for

eting a low-caffeine cola. But this information does not mean that all (or even most) adults

50 years of age prefer caffeine-free colas. There may be other segments of the cola market

actually have more buyers in the over-50 age group. They key point is that within a relevant

t, demographics are generally more useful for describing a benefit segment than for

-,ming a target market segment because specific benefits sought usually vary among people

13

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SISX 'IVNV 3Allll3dWO;:) Z

tifying Target Markets

three steps to follow while to identify a target market:

Identify why a customer would want to buy a product/service

Segment the overall market

Identify target market

Identify Why a Customer Would Want To Buy my Product/Service

step in identifying a target market is understanding what a product/service has to offer

p of people or businesses. To do this, the features and benefits of the product or service

be identified. A feature is a characteristic of a product/service that automatically comes

For example, if a toothpaste has a stain-removing formula, that's a feature. The benefit to

features are valuable and can certainly enhance a product, benefits motivate people to buy.

Allmdler good example is anti-lock brakes; they are features on a car, but the benefit to the

_.,.;:IUJ11m=er is safety.

knowing what the product/service has to offer and what will make customers buy, the

ilmlification of common characteristics of the potential market should occur. For example, there

y different consumers who desire safety as a benefit when purchasing a car. Rather than

~g everyone in their promotional strategy, a car manufacturer may choose to target a

ma:ific group of consumers with similar characteristics, such as families with young children.

· an example of market segmentation.

15

91

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-dnorf 1;)Ul0lSnJ pctnjop AJMOJ.ffili u JO spoou J!Jpgds oqi ioour

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sdjoq liO!lUlligUI3gs -spoou puu SlUUM llig1gJJ!P saq dnorf qJug osneooq soxnn 3li!lg){.mUI

pun sg!gglmls pmouomord lli;;}l;;)JJ!P sarmbor dnom qJug -sonsuaioumqo Jypgds ql!M SlligUI3gs

l;;}IIUUIS Olli! lg){.ffiUI l;;}~.ffil 1;;}~.ffi{ U liMOp 3li!){l?g1q JO SS;;}J01d ;;}ql S! liO!lUlli;;}UI3gs lg){.ffiJ,\I

money are examples of psychographic variables. They are the factors that influence the

customers' purchasing decision. A seller of luxury items would appeal to an individual's

desire for status symbols. For example, Southwest Airlines has positioned itself as an

innovative and fun airline that takes passengers on short, inexpensive excursions,

whereas Delta chooses to promote reliability and safety.

• Behavioristic: Products and services are purchased for a variety of reasons. Business

owners must determine what those reasons are, such as: brand, loyalty, cost, how

frequently and at what time of year customers in a segment use and consume products.

It's important to understand the buying habits and patterns of customers. Consumers do

not rush and buy the first car they see, or the first sofa they sit on.

the following questions regarding a market would pattern customers on a

vioristic approach

• Reason/occasion for purchase?

• Number of times they'll purchase?

• Timetable of purchase, every week, month, quarter, etc.?

• Amount of product/service purchased?

• How long to make a decision to purchase?

• Where customer purchases and/or uses product/service?

t businesses use a combination of the above to segment their markets. Demographic and

graphic criteria will usually qualify the target markets so they can establish if segment

bers have enough money to purchase offerings or if they're in a location that's accessible to

product. Most businesses then use the psychographic and behavioristic factors to construct a

otional campaign that will appeal to the target market.

17

81

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oi uonezruefiro ouo urorj 1;:,JJ!P IHM uotraotjnuopt l;:,)l.mw ·,(pu;;i!:J!JP orour sgAH:J;;ifqo lg;:,m

IHM pun gyq!SU;;)J oq IHM Sl;;))l.ffiUI[l;;))l.ffiUI q::,!qM gU!AJpu;:,p! cq IHM tronaotjnnopt l;;))l.ffiUI lgg.ml

oqi ptra ')IOOq uodo un or .ffil!lli!S ;:,q IHM l;;))l.ffiUI gql 'OMl ptra ouo dois qioq gU!pnpuo:J J;;)lJV

Mying structure of an industry reflected in the strength of forces, should be

from many short-run factors that can effect competition and profitability in an

t [ug industry structure must be the starting point for strategic analysis, understanding

.,..IL1Ure begins by examining the five forces.

of new entrants:

µ s to an industry bring new capacity, the desire to gain market share, and often

urces. The threat of new entry in an industry depends on the barriers to entry that

oupled with the reaction from existing competitors that the entrant can expect if

high and/or the new comer can expect keen response from pegged competitors, then

iers to entry

mies of scale: economies of scale refer to declines in unit costs of a product ( or

~tion or function that goes into producing a product) as the absolute volume per

~ increases, where average cost per unit decreases due to the volume increase, the

the volume the lower the average cost eliminating threats created by new entrants,

llllilding high barriers. E.g. the benefits associated with bulk purchasing in a

:uct differentiation: product differentiation means that established firms have brand

· fication and customer loyalties which stem from past advertising, customer service,

uct differences, or simply being first into the industry. Differentiation creates a

· er to entry by forcing entrants to spend heavily to overcome existing customer

loyalties, therefore increased start-up losses. E.g. a Champagne brand cannot be copied.

This desensitizes the influence of the environment

19

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• Favorable locations: established firms may have concerned favorable locations

before market forces bid up prices to capture their full value.

• Government subsidies: preferential government subsidies may give established

firms lasting advantages in some businesses. E.g. A grant paid by a government to

an enterprise that benefits the public.

• Leaming or experience curve: in some businesses, there is an observed tendency

for unit costs to decline as the firm gains more cumulative experience in

producing a product. Costs decline because workers improve their methods and

become more efficient (the classic learning curve). E.g. craft products clearly

apply to this factor, where skills are the core of this production and unit costs tend

to decline as the producer gains more skill (in the learning curve pattern).

Government policy: government policy which is to be considered a major barrier to entry

where rules and regulations set by a government such as licensing requirements and

limits on access to raw materials that foreclose or limit entry into such industries. E.g.

will new laws be introduced that will weaken our competitive position?

m-.tving substitute products is a matter of searching for other products that can perform the

function as the same product of the industry. Substitutes limit the potential returns of an

-.rv by placing a ceiling on the prices firms in the industry can profitably charge.

~te products that deserve the most attention are those that 1) are subject to trends

~ng their price-performance trade off with the industries product, or 2) are produced by

ies high profits. There are three main types of substitutes:

Where there is product-for-product substitution e.g. email for fax where there is

ubstitution of need e.g. better toothpaste reduces the need for dentists.

Where there is generic substitution (competing for the currency in your pocket) e.g.

Video suppliers compete with travel companies.

e could always do without e.g. cigarettes.

21

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2.2.4 Bargaining power of suppliers:

pliers can exercise bargaining power over participants in an industry by threatening to raise

· es or reduce the quality of purchased goods and services. Powerful suppliers can thereby

squeeze profitability out of an industry unable to recover cost increases in its own prices. The

onditions making suppliers powerful tend to mirror those making buyers. A supplier group is

powerful if the following apply: (M. E. Porter, 1980) 1. It is dominated by a few companies and is more concentrated than the industry it sells to.

E.g. production of petroleum

2. It is not obliged to contend with other substitute products for sale to the industry. E.g.

suppliers of alternative sweeteners compete with many applications even though

individual firms are large relative to individual buyers.

3. The industry is not an important customer of the supplier group. E.g. research and

development

4. The suppliers' product is an important input to the buyers business. Such an issue may

take place when the input is not storable. 5. The suppliers groups' products are differentiated or it has built up switching costs. E.g.

switching costs from one software supplier to another.

6. The suppliers group lays a credible threat of forward integration. This provides a check

against the industry's ability the terms on which it purchases.

ESSING THE INTENSITY OF COMPETITION

titive rivalry is basically a result of a combination of all other 4 forces (threats of both

entrants and substitutes, bargaining power of both buyers and suppliers) generating an

ity or urgency to improve position in order to survive the existing competition. There

eral determinants for rivalry

WISDOM IN WORDS Difference "Last year, I worked with an Australian product designer who had never designed a car in his life. Working with him was one of the most valuable projects of my career, simply because it taught me to think differently." - J. Mays, vice president of design, Ford Motor Company

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•

the entrance of Honda to the American market with different core strategies changed the

rules of the game and took competition to a higher level or even a different stage. (M. E.

Porter, 1980)

High exit barriers: exit barriers are economic, strategic, and emotional factors that keep

companies competing in a business even though they may be earning low or even

negative returns on investment. The major sources of exit barriers are the following:

Specialized assets: assets highly specialized to the particular business or location has low

liquidation values or high costs of transfers or conversation.

Fixed cost of exit: such as labor agreements, resettlement costs, maintaining capabilities

for spare parts .... Etc.

Strategic interrelationships: interrelationships between the business unit and other in the

company in terms of image, marketing ability, access to financial markets, shared

facilities, and so on. Such issues attach high strategic importance to being in the business.

Emotional barriers: loyalty to employees, fear for one's own career, pride and other

reasons would create managements' unwillingness to make economic justified exit

decisions.

Government and social restrictions: these involve government denial and discouragement

of exit out of concern for job loss and regional economic effects.

25

Low High

2.3.2 Exit barriers and entry barriers

Often entry and exit barriers are related although they are conceptually different and their joi

level is an important aspect of the analysis of an industry, the figure below states the relati

between exit and entry barriers:

Table 2-1 Barriers and profitability

Exit Barriers

Entry

Barriers

Low

low, stable low, risky

returns returns

High, stable high, risky

returns returns High

Source: M. E. Porter, Competitive Strategy, (U.S.A., Free Press, 1980, 22)

The best case from the viewpoint of industry profits is one in which entry barriers are low.

entry will be deterred and unsuccessful competitors will leave the industry. When both entry

exit barriers are high, profit potential is high but is usually accompanied by more risk al

entry is deterred, unsuccessful firms will stay and fight the industry.

2.4 ASSESSING COMPETITIVE ADVANTAGE

A firm's relative position within its industry determines whether a firm's profitability is abo

below the industry average. The fundamental basis of above average profitability in the long

is sustainable competitive advantage. There are two basic types of competitive advantage a

can possess according to Michael Porters' generic strategies: low cost or differentiation. The

basic types of competitive advantage combined with the scope of activities for which a

seeks to achieve them, lead to three generic strategies for achieving above average perfo

26

stry: cost leadership, differentiation, and focus. The focus strategy has two variants,

s and differentiation focus.

2-2 -Porters' generic strategies

Competitive Advantage

·n11ber· cost··

l

Source: M. E. Porter, Competitive Strategy, (U.S.A., Free Press, 1980, 39)

Leadership

adership, a firm sets out to become the low cost producer in its industry. The sources of

antage are varied and depend on the structure of the industry. They may include the

of economies of scale, proprietary technology, preferential access to raw materials and

ors. A low cost producer must find and exploit all sources of cost advantage. If a firm

· ve and sustain overall cost leadership, then it will be an above average performer in its

. provided it can command prices at or near the industry average.

ereutiation

n 5Chentiation strategy a firm seeks to be unique in its industry along some dimensions that

y valued by buyers. It selects one or more attributes that many buyers in an industry

as important, and uniquely positions itself to meet those needs. It is rewarded for its

prss with a premium price.

27

8Z

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u l{}!M. poon S1JgUI01sm gl{l AJsnus {EM uounoduroo pgJ!PU! -snuoi roqro U! pg1u1s ·sJgmpuJnUUUI

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. SJgUIOl sn:,

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SllO.LI.L:ildWO:J .L:J3:lll0 ~NL\.!11.LN:ilGI S'Z:

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pun 1ugUiggs 1gg.rn1 s.rosnooj u uggM.lgq scouorojjtp po isor i(gg1m1s snooj gl{l JO snreunx l{lOS:

·iugUiggs 1gg.rn1 Sl! U! uounnuorojjrp S){ggs UIJ!J u snooj UO!lU!lUgJgJJ!G ·q

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Sil;)O.i f't'Z:

iING COMPETITIVE INTELLIGENCE

ive intelligence is a business process by which intelligence is obtained on the products,

and activities of competitors. The output is a vital ingredient for the development of

competitive strategies and for maintaining a competitive advantage. The competitive

· that part of the marketing process that is devoted to defending or growing a market

petitive intelligence can also be used to improve performance by defining how

~ have solved problems faced by the industry. Many companies use competitive

lilcoce to take market share from known competitors. A more productive use is to use it to

ulate long term, noncompetitive strategies. In this role, intelligence can:

ribe the current environment

orecast the future environment

challenge underlying assumptions about economic, political, technological, or market­

related factors

identify and compensate for exposed weaknesses

djust an existing strategy to the changing environment or determine when a strategy is

no longer sustainable.

lligence process consists of four major parts:

decide what questions need to be answered

gather and process relevant information

analyze the information relative to the questions to be answered

disseminate the results to the people who need it

ss can have a discrete beginning and end or it can be ongoing and iterative, designed to

and vulgarize information throughout an individual organization or, ultimately,

out an entire business ecosystem.

29

2.6.2 Three key skills

The intelligence process requires three kinds of skills:

• interviewing skills (primary research)

• information retrieval skills (secondary research)

• analytical skills (e.g. financial analysis, management profiling, synergy analysis)

Employees who have hands-on knowledge of a particular industry can learn research basics

through commercial seminars, on-site training sessions, and/or continuing education courses

offered through a local university or community college.

2.6.3 Conventional (traditional) sources

Conventional sources of information for competitive intelligence are:

Internal information ( data about what customers purchase, competitor proposals collected by the

sales force, employees recruited from competitors)

• published material (newspaper articles, government filings, credit reports)

• interviews with industry opinion leaders, trade association staff, the competition's other

competition

2.6.4 Unconventional sources

To do a good job of challenging underlying assumptions, it is necessary to go beyond the

traditional sources. Here are some "unconventional" sources that will prove valuable:

Remarkable people -- both "official experts" and "ordinary" people with fresh insights;

Sources of surprise -- novels and stories, especially science fiction, often contain mind­

expanding ideas;

30

the news, and their choices are often

in challenging environments -- traveling in foreign countries is one example,

conference in another discipline is another

sensibilities -- computer conferencing permits global information sharing on a

WISDOM IN WORDS

only with the heart that one can see rightly. What is essential is invisible Bl eye." oine de Saint-Exupery, pilot and author

Z£

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IDiflSVaJ,\I O.L .L VHA\ ~NINI.'13:0 l'f

tential demand. In the case of existing products, market opportunities can be

ily examined if the market potential can be measured and compared with

es. If the market potential is significantly larger than industry sales, then all

have an opportunity to increase sales volume by pursuing policies (such as

) to close the primary demand gap. However, if industry sales are already

market potential, then a firm will know that the only avenue for company sales

to improve market share. Consequently, in the latter case, the market

ity is generally smaller (unless, of course, a firm believes it has some unique

that can be used to build market share).

sales quotas and objective: Market potential must usually be considered in

establish reasonable objectives for the sales force and for distributors. Potential

in some sales territories may be growing so rapidly that sharp yearly increases in

abjectives are appropriate. However, other territories may be stagnant in the number

;oia1 buyers and purchase rates. Consequently, a fair evaluation of sales-force and

lliiluror performance should be based on the potential for sales.

the number of retail outlets: Firms that sell through retailers generally will

ired number of retail distributors for a market of a given size. For instance, an

lhile manufacturer may want to have one dealer for every 2000 units per month of potential in order to assure adequate coverage of the market. Accordingly, the

in a given retail market area will be a major input into these decisions .

••• IIEIJDturially two components of market potential: the number of possible users and the of purchase that can reasonably be expected. Frequently, managers can obtain

market potential ( often broken down by geographic area, industry type, or

) from trade associations or commercial research firms specializing in such

typically, managers themselves must estimate at least one of these two compo-

33

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r market potential is simply the percentage distribution of market potential among

portions of a market (such as geographic areas or customer groups). Typically,

of relative potential are used to help management allocate certain resources efficiently.

, there are three major uses of relative market potential:

ocating promotion expenditures: A national marketer will generally want to allocate

sales promotion and advertising budget among different markets on the basis of the

relative importance of each market. For instance, the rate of purchase of room air

conditioners or snow tires will vary dramatically among television markets of equal

population. By knowing the percentage distribution of market potential between different

television markets, management can allocate advertising expenditures in proportion to

actual demand.

Allocating salespeople among territories: A manufacturer or wholesaler will want to

assign salespeople in the most efficient manner. Accordingly, if one territory has twice

the sales potential of another, it should probably receive twice as many salespeople

assuming each member of the sales force is about equal to every other member in

effectiveness).

Locating facilities: In order to minimize transportation costs and to maximize the ability

to deliver products quickly, most organizations will attempt to locate facilities closer to

markets of larger potential than to markets of lesser potential. Thus, in locating

warehouses, production facilities, and district sales offices, the relative potential of the

market being served is often a major input.

easuring Relative Market Potential

estimating relative potential, managers begin by identifying factors that are measurable

are likely to be correlated with market potential. These measures, called corollary

can be used to represent market potential.

35

3.3.1.1 Single-Corollary Factor Approaches

A manager in an industrial goods firm may know that market potential is directly related to a

single, easily measured factor such as the number of production workers in the industries to

which it sells or the total production value of shipments made by such industries.

For example, Pitney Bowes' Business Systems Division makes mail-handling equipment, such

as postage meters, for industrial and commercial customers. In seeking a method for determining

the size of the sales force needed in each geographic area, the company found that a single

factor-employment growth in the area-seemed to correlate well with sales. Employment

growth results from new businesses being formed and from existing businesses being expanded,

the following are the two factors that drove the need for new or additional mail-handling

equipment. Additionally, employment statistics are frequently reported and easily available.

For a consumer-goods firm, typical corollary factors include the number of housing units (for

appliances), the number of single-family dwelling units (for home-repair items), disposable­

income levels, the number of people in an age group, and several other buyer characteristics.

3.3.1.2 Multiple-Corollary Factor Indexes

Managers can use more than one corollary factor in estimating relative market potential. In those

cases, indexes will be developed to reflect the relative importance of the different factors.

For many frequently purchased consumer goods, a useful index is the Buying Power Index (BPI)

provided by Sales and Marketing Management's Survey of Industrial Buying Power. A BPI is

computed for each county to reflect the percentage of total countrys' buying power in that

county. The index is compiled by weighing three individual factors (each of which is reported

separately in the survey) as follows:

36 •

BPI = .5 x percent of effective buying income

+ .3 x percent of region retail sales

+ .2 x percent of region population

trate one use of the BPI, consider the following example.

9CJ2, a regional chain of department stores emphasizing middle-quality clothing and other

goods'.' began to look at several alternative new markets with an eye toward expanding the

-.her of stores. Company officials knew that competition would have to be examined in each

--.....ourial market, but before doing that, they wanted to know which markets had the greatest

~al in the five-region market area the company currently served. On the basis of their

ledge of the size of the areas from which their stores drew, potential markets were defined

of the regions that would be included, and data were obtained from the Survey of

tice, of course, management would also want to project population and buying power

~ expected in the future in order to assess the long-run potential of each market.

analyzing a marketing opportunity a sales forecast is essential to ensure that the

ity that is to be obtained is profitable or not, therefore if it will meet its objective or not

steps in developing a sales forecasts Consist of: (1) defining the forecasting problem, (2)

[ilmtifying appropriate forecasting techniques, (3) evaluating and choosing a technique, and ( 4)

illplementing the forecasting system. A brief review of each step indicates important issues and

37

3.4.1 Defining the Forecasting Problem

The requirements the forecasting method should satisfy and the output required must be decided.

Illustrative requirements include the time horizon, level of accuracy desired, the uses to be made

of the forecast results, and the degree of disaggregation (nation, state, local), including

product/market detail, units of measurement, and time increments to be covered.

3.4.2 Identify, Evaluate, and Select Forecasting Technique(s)

Since several forecasting methods are available, each with certain features and limitations, the

user's needs, resources, and available data should be matched with the appropriate techniques.

Companies may incorporate two or more techniques into the forecasting process. Typically, one

technique is used as the primary basis of forecasting, whereas the other technique is used to

check the validity of the primary forecasting method. Also, techniques offer different outputs.

Some are effective in obtaining aggregate forecasts, and others are used to estimate sales for

disaggregated units of analysis (e.g., products). An overview of the major forecasting techniques

is provided below in "Forecasting Techniques."

3.4.2.1 Implementation

Many firms begin with very informal forecasting approaches based on projections of past

experience coupled with a subjective assessment of 'the future market environment. As the

forecasting needs increase, more formalized methods are developed. Factors that often affect the

choice of a forecasting system include the type of corporate planning process used, the volatility

and complexity of markets, the number of products and markets, and the organizational units that

have forecasting needs.

38 .•

.2 Major Forecasting Techniques

major approaches used to prepare forecasts are briefly described. Forecasting techniques

ally follow two basic yardsticks. The first involves making direct estimates of brand sales.

econd forecasts brand sales as a product of several components ( e.g., industry sales and

et share). Several methods used for forecasting sales are described below. Further, Table 3-1

z Jrntes both disadvantages and advantages of various forecasting techniques

Judgmental Forecasting: A common approach relies on a jury of executive opinion obtain

sounder forecasts than might be made by a single estimator. To put the results in better

perspective, the jury members are usually given background information on past sales.

And their estimates are sometimes weighted in proportions to their convictions about the

likelihood of specific sales levels being realized.

Sales Force Estimates: The sales personnel of some firms-field representatives,

managers, or distributors-are considered better positioned than anyone else to estimate

the short-term outlook for sales in their assigned areas.

Users' Expectations: Although the dispersion of product users in many markets (or the

cost of reaching them) would make such an approach impractical, some manufacturers

serving industrial markets find it possible to poll product users about their future plans.

Then use this information in developing their own forecasts.

Traditional Time-Series Analysis: In a familiar approach, the historical sales series may

be broken down into its components-trends and cyclical and seasonal variations,

including irregular variations-which are then projected. Time-series analysis has the

advantage of being easy to understand and apply. But there is a danger in relying on

trictly mechanized projections of previously identified patterns.

Advanced Time-Series Analysis: For short-term forecasting purposes, several advanced

time-series methods have been generating new interest and acceptance. Most rely on a

39

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e 3-1 Advantages and disadvantages of various forecasting techniques

Forecastina Method I Advantages Disadvantaaes

expectations

l .Forecast estimates obtained directly from buyers

2.Useful for new product forecasting

3 .Insightful method aids planning marketing strategy

4.Projected product usage information can be greatly detailed

1. Potential customers must be few intensive.

2. Does not work well for consumer goods.

3. Depends on the accuracy of user's estimates.

4. Expensive, time consuming, labor and well defined.

1. involves the people (sales personnel) who will be held responsible for the results

2. is fairly accurate

3. aids un controlling and directing sales effort

4. forecast is available for individual sales territories

1. Estimators (sales personnel) have a vested interest and therefore may be biased

2. elaborate schemes sometimes necessary to counteract bias

3. if estimates are biased, process to correct the data can be expensive

1. easily done, very quick

2. does not require elaborate statistics

3. utilizes "collected wisdom" of the top people

4. useful for new or innovative products

1. produces aggregate forecasts

2. expensive

3. disperses responsibility for the forecast

4. group dynamics operate

· technique

1. minimizes effects of group dynamics

1. Can be expensive and time-consuming

41

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IDENTIFYING POTENTIAL TARGET MARKETS

__ fost firms no longer aim a single product and marketing program at the mass market. Instead,

y break that market into homogeneous segments on the basis of meaningful differences in the

efits sought by different groups of customers. Then they tailor products and marketing

grams to the particular desires and idiosyncrasies of each segment. But not all segments

esent equally attractive opportunities for the firm. To prioritize target segments by their

ntial, marketers must evaluate their future attractiveness and their firm's strengths and

abilities relative to the segments' needs and competitive situations.

-thin an established firm, rather than allowing each business unit or product manager to

-elop an approach to evaluate the potential of alternative market segments, it is often better to

ly a common analytical framework across segments. With this approach, managers can

are the future potential of different segments using the same set of criteria and then

itize them to decide which segments to target and how resources and marketing efforts

d be allocated. One useful analytical framework managers or entrepreneurs can use for this

se is the market-attractiveness/competitive-position matrix.

llloagers use such models at the corporate level to allocate resources across businesses, or at the

'~ss-unit level to assign resources across product-markets. We are concerned with the

IISIJ(ld application here.

4-1 outlines the steps involved in developing a market-attractiveness/competitive-position

for analyzing current and potential target markets.

43

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gApB{gJ J!gql pgIJgJ oi SJOPBJ UO!l!SOd dAqpgduro::, pua

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STEP 1: SELECT MARKET-ATTRACTIVENESS AND COMPETITIVE-POSITION FACTORS

evaluation of the attractiveness of a particular market or market segment and of the strength

the firm's current or potential competitive position in it builds naturally on the kind of

ity analysis. Managers can assess both dimensions on the basis of information obtained

analyses of the environment, industry and competitive situation, market potential estimates,

customer needs. To make these assessments, they need to establish criteria, such as those

.n in table 1-2, against which prospective markets or market segments can be evaluated.

market and competitive perspectives are necessary. (Walker C. 0., Boyd W. H., Mullins J.,

Market-Attractiveness Factors

ing the attractiveness of markets or market segments involves determining the market's

and growth rate and assessing various trends-demographic, sociocultural, economic,

ical/legal, and technological-that influence demand in that market. An even more critical

in determining whether to enter a new market or market segment, however, is the degree

hich unmet customer needs, or needs that are currently not being well served, can be

· fied. In the absence of unmet or underserved needs, it is likely to he difficult to win

iwner loyalty, regardless of how large the market or how fast it is growing. "Me-too"

I• tJcts often face difficult going in today's highly competitive markets.

Competitive-Position Factors

T I rstanding the attractiveness of the industry in which one competes is also important.

Iii rging a segment that would place the firm in an unattractive industry or increase its exposure

unattractive industry in which it already competes may not be wise. Of more immediate

salient concern, however, is the degree to which the firm's proposed product entry into the

market or segment will be sufficiently differentiated from competitors, given the critical

IIIIDCCSS factors and product life cycle conditions already prevalent in the category. Similarly,

45

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HT EACH FACTOR

eight is assigned to each factor underlying the market attractiveness and

ition independently, to indicated its relative importance in the overall assessment.

.TE SEGMENTS ON EACH FACTOR; PLOT RESULTS ON MATRIXES

lillllires that evidence-typically both qualitative and quantitative data-be collected

sess each of the criteria identified in Step 1. Mere armchair judgments about

not very credible and run the risk of taking the manager or entrepreneur into a

that may turn out not to be viable. It is especially important to undertake a

of key competitors, especially with regard to their objectives, strategy,

marketing programs. Similarly, compelling evidence that a proposed entry into a

will satisfy some previously unmet needs, and do so in a way that can bring about

petitive advantage, is called for. Both qualitative and quantitative marketing

are typically used for this purpose. Once these assessments have been made, the

can be plotted on a market-attractiveness/competitive-position matrix.

OJECT FUTURE POSITION FOR EACH SEGMENT

market's future is more difficult than assessing its current state. Managers or

should first determine how the market's attractiveness is likely to change over the

five years. The starting point for this assessment is to consider possible shifts in

and behavior, the entry or exit of competitors, and changes in their strategies.

must address several broader issues, such as possible changes in product or

logy, shifts in the economic climate, the impact of social or political trends, and

gaining power or vertical integration of customers.

xt must determine how the business's competitive position in the market is likely to

~ing that it responds effectively to projected environmental changes but the firm i

e any initiatives requiring a change in basic strategy. The expected changes in

attractiveness and competitive position can then be plotted on the matrix in the form

47

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Implications of alternative positions within the Market-Attractiveness/Competitive position Matrix market selection, strategic objectives, and resource allocation

Competitive position

Weak Medium Strong

Build selectively:

• Specialize around limited

strengths·

• Seeks ways to overcome

weaknesses

• Withdraw if indications of

sustainable growth are

lacking

DESIRABLE

POTENTIAL TARGET

Invest to build:

• Challenge for

leadership

• Build selectively on

strengths

• Reinforce vulnerably

areas

DESIRABLE

POTENTIAL TARGET

Protect position:

• Invest to grow at

maximum digestible

rate

• Concentrate on

maintaining strength

Limited expansion or harvest:

• Look fro ways to expand

without high risk; otherwise,

minimize investments and

focus operations

Manage for earnings:

• Protect existing

strengths

• Invest to improve

position only in areas

where risk is low

DESIRABLE

POTENTIAL TARGET

Build selectively:

• Emphasize

profitability by

increasing

productivity

• Build up ability to

counter competition

Divest:

• Sell when possible to

maximize cash value

• Meantime, cut fixed costs

and avoid further

investments

Manage for earnings:

• Protect position

• Minimize investment

Protect and refocus:

• Defend strengths

• Seek ways to

increase current

earnings without

speeding market's

decline

Walker C. Orville, Boyd W. Harper, Mullins John, Larreche Jean Claude, Marketing Strategy, fourth edition, (U.S.A., McGraw Hill, 2003, 166)

49

Part Two Market Opportunity Analysis

"Five Star Hotel Industry,

North Cyprus"

50 •.

FIVE STAR HOTELS MARKET ANALYSIS

""1 DEFINITION OF THE RELEVANT MARKET

five star Hotels' industry relevant market is a wide and complex market because it's basically

market that provided accommodations for business men/women, tourists, and empty

ters ..... etc. The relevant market of the industry is defined as follows

1. Hotels from all rankings

2. holiday villages

3. compounds

4. bungalows

5. guest houses

mentioned above are to be considered the relative market due to the service provided by

establishments which are to be considered very close and in some cases identical where in

es could be considered as substitutes.

A'JALYSIS OF PRIMARY DEMAND

Buyer identification

I~ for a five star hotels' relative market are defined (segmented) as follows:

l. tourists: foreigners that come to T.R.N.C. in groups, individuals, or families for

entertainment and/or relaxation purposes, these tourists can be divided into age

distribution segments on the following bases:

a. Age 0-20: such tourists are associated with their families and dependent on them,

singles, lack responsibility, and tend to go along with their families, no income at

all expenditures provided by parents, where they are not decision makers for their

families and don't come in groups or as individuals.

b. Age 20-30: again these tourists are mostly associated with their families and

dependent on them, mostly singles, they seek entertainment, full of energy, and

51

want to explore, income usually provided by parents, they have a small influence on

decision making for their families, and rarely come in groups or as individuals.

c. Age 30-501: wealthy baby-boomers or singles, mostly associated with their children

(baby boomers), that seek relaxation and/or entertainment, want to explore, change

their life routine, and rarely come in groups. Decision making process is moderately

rational

d. Age 50 and above (empty nesters): retired or working (mostly retired) couples or

singles, usually come in groups, seek relaxation and want to explore, and conduct

rational decision.

2. Business men/women: people that come to T.R.N.C. or are residents of T.R.N.C.,

determined, objective, time savers, engaged in commercial or industrial businesses, decision making process carefully conducted.

3. Students: people usually aged 18-25, enrolled in an educational institution, seek

entertainment and sometimes want to change routine, characterized with youth and full of

energy, want to explore and learn, income usually provided by parents, and independent

decision makers.

5.2.2 Willingness and ability to buy

5.2.2.1 Willingness to buy

The segments identified previously definitely have the willingness to buy, the decision making

process (which differs from each segment to the other) takes in consideration the following:

1. value or experience compatibility: T.R.N.C.s' guests may sometimes need to change

their buying or usage behavior, in the case of changing buying or usage behavior,

typically the buyers rate of adoption will be slower, but when tourism is the case buyers

are psychologically prepared for this change which automatically increases the rate of

adoption and makes it faster, in addition experience plays a significant role, where it

gives the buyer a sense of security while making a decision in general, if experience is

1 Sub segments (a) and (b) are interrelated with sub segment (c)

52 •

not attained, then the buyer might tend to investigate T.R.N.C. through conducting an

exploratory research, he/she might ask x-tourists or may surf the net. .. etc to attain

information regarding the location.

perceived risk: there is always a convenience risk that a guest may not meet his

expectations, due to different perspectives but this risk is to be conquered by a marketing

mix provided for the tourism industry as a whole, also taking in consideration that

T.R.N.C. has a package full of priceless assets such as unpolluted and clean

environment, crusader castles, golden coast lines ... etc. All minimizing risks.

"" ".2.2 Ability to buy

e ability to buy functions as a filter, of course not everybody willing to visit T.R.N.C. can

e it, the main factor lying under this met dissatisfactory is a financial factor, to visit North

yprus may be unaffordable for those willing to come, in addition, these people may lack the

e. Find other less expensive locations has an effect on the segment mentioned previously,

ough North Cyprus is considered not expensive to many other countries, the visiting costs

selves as a whole, might be unaffordable for that price sensitive segment.

ANALYZING SELECTIVE DEMAND

selective demand for five star hotels is simply the demand that leys on five star hotels from

egments mentioned previously, after filtering them on a monthly income2 basis "$9,386-

ve", these segments have a routinized response behavior towards almost all luxurious

ucts/services including five star hotels and have past experience concerning what a five star

1 has to serve and usually don't search among alternatives such as less ranking hotels, and

y sometimes have a trademark or franchise loyalty. Attributes for five star hotels are similar

·ariations (if exist) would be minor due to strict hotel classifications regarding rankings, five

hotels' attributes are defensive more than differential, therefore a lack of determinant

e: www.worldbank.com

53

not attained, then the buyer might tend to investigate T.R.N.C. through conducting an

exploratory research, he/she might ask x-tourists or may surf the net. .. etc to attain

information regarding the location.

perceived risk: there is always a convenience risk that a guest may not meet his

expectations, due to different perspectives but this risk is to be conquered by a marketing

mix provided for the tourism industry as a whole, also taking in consideration that

T.R.N.C. has a package full of priceless assets such as unpolluted and clean

environment, crusader castles, golden coast lines ... etc. All minimizing risks.

Ability to buy

ility to buy functions as a filter, of course not everybody willing to visit T.R.N.C. can

the main factor lying under this met dissatisfactory is a financial factor, to visit North

may be unaffordable for those willing to come, in addition, these people may lack the

other less expensive locations has an effect on the segment mentioned previously,

Cyprus is considered not expensive to many other countries, the visiting costs

a whole, might be unaffordable for that price sensitive segment.

-~ SELECTIVE DEMAND

~.-,ncmd for five star hotels is simply the demand that leys on five star hotels from ~

ioned previously, after filtering them on a monthly income/ basis "$9,386-

ents have a routinized response behavior towards almost all luxurious

luding five star hotels and have past experience concerning what a five star

and usually don't search among alternatives such as less ranking hotels, and

·ea trademark or franchise loyalty. Attributes for five star hotels are similar

· t) would be minor due to strict hotel classifications regarding rankings, five

s are defensive more than differential, therefore a lack of determinant

53

5.4 DEFINING POTENTIAL MARKET SEGMENTS

potential market segments would be similar as in they would be chosen on the same criteria since

potential buyers have very much in common (such as objectives to meet in North Cyprus), the

main difference in these segments is behavior although differences maybe slight, but it is

essential to take in consideration that all potential buyers have high income.

The most appropriate market segmentation approach in the case of five star hotels is by location

(geographic) in order to attain and assemble knowledge on where to allocate marketing

resources, the illustration in the following tables illustrates the availability of potential locations

WISDOM IN WORDS Choice

54 I "Do what you feel in your heart to be right-for you'll be criticized anyway. You'll be damned if vou do and damned if you don't." - Eleanor Roosevelt, social activist

Table 5-1 Number of tourists, bednights and occupancy rate in tourist accommodation establishments by country of usual residence and years

2000 2001 I 2002 I 2003 TRIES

%of : : 0/o of : : %of %of total : : total : : total total

Tourist : Bednight : . 1 Tourist : Bednigbt : A . 1 Tourist : Bednigbt : A . 1 Tourist : Bednight arrival : : arrrva : : rriva 1 i rrrva

' ' ' ' :

/68.606 : 574,917 /89 143,697 : 45/.356 /4.0 177.388 : 581.101 : 17.5 /65,872 : 601,688 17.3

' ' 42,216 : 351,558 : 115 47,277 : 404,371 12.5 66,868 : 549.926 : 16.5 67,897 : 565,755 : 16.2

/0.002 : 86,298 2.8 6,035 55.927 1.7 6,877 53,096 1.6 6,281 46,468 : 1.3

246 : 747 : - 226 957 - 970 4,072 0./ 696 : 2,237 : 0.1

: : 559 : 1.783 0. I 901 I. 756 : 0./ 2,567 3.955 : 0. I 259 790

1,375 ' 6,276 ' 0.2 163 ' 712 : - 425 1,375 - 230 ' 763,

: 1,/66 63/

: 347 : : - 1.801 : 0./ 507 : /.768 ()/ 282 1,017

: : '

66 166 - 69 107 - 588 937 - 2/3 1,J38

: : 204 /.373 0./ 223 1382 0./ /40 I. 135 - 197 : 1.628 0. I

' ' : ' ' ' 343 : 1.588 0./ 253 1,302 0./ 356 2,031 0.1 274 1,402 : 0. I '

' ' ' 228 791 ' - 215 528 - 53 160 - 380 1,141 '

' : 9. 735 55.692 1.8 9.462 45.989 1.4 9.788 35.369 I. I 5.756 19.943 0.6

' ' ' ' ' ' ' ' 65,321 : 507,438 : 16.6 65,455 : 514,832 : 16.0 89,139 : 653,824 19.6 82,465 : 642,282 : 18.4

: : : 20.52/ : 62. 928 2./ /9. /64 : 49.902 1.5 18892 : 49.836 1.5 23,825 : 62.594 1.8

' ' ' ' ' ' ' ' ' ' 254,448 : /,, 145.283 : 37.6 228,316 : /,016.090 : 31.5 285,419 : 1.284,761 38.6 272,/62 : 1,306,564 ; 37.5

Ministry of Tourism, Statistical Yearbook of Tourism, North Cyprus, 2003, 24

55

The sharp declines in bed nights and number of tourists in 2001 are due to the terrorist attacks on

l l /9/2000 on the United States of America, which had a negative effect on the Turkish Cypriot

economy and most of the world, according to the previous records the tourism industry of

T.R.N.C. has very high capabilities in adjusting and recovering from recessions caused by

political instability. In addition, the year 2003 has been effected by what has been called the war

against terrorism in The Republic of Iraq. The economy of T.R.N.C. is heavily affected by the

political situation in the region, yet the current political instability of the island it's self (the

Turkish and Greek Cypriot conflict) does not have a direct effect on growth rates, the occurring

effect is indirect because the current government has adjusted to these instabilities, hence setting

and organizing accumulated efforts in order to maintain stability, create independency, and

maintain higher grow threats.

56

FIVE STAR HOTELS COMPETITIVE ANALYSIS

1 TAR GET MARKET IDENTIFICATION

e most feasible markets for a five star hotel in North Cyprus are determined as following

gments and sub segments with income.' of $9,386 and above:

1. United Kingdom:

2. tourists: U.K. residents that come to T.R.N.C. in groups, individuals, or families

for entertainment and/or relaxation purposes, these tourists can be divided into

age distribution segments on the following bases:

e. Age 0-20: such tourists are associated with their families and dependent on

them, singles, lack responsibility, and tend to go along with their families,

no income at all expenditures provided by parents, where they are not

decision makers for their families and don't come in groups or as

individuals.

f. Age 20-30: again these tourists are mostly associated with their families and

dependent on them, mostly singles, they seek entertainment, full of energy,

and want to explore, income usually provided by parents, they have a small

influence on decision making for their families, and rarely come in groups

or as individuals.

g. Age 30-50: wealthy baby-boomers or singles, mostly associated with their

children (baby boomers), that seek relaxation and/or entertainment, want to

explore, change their life routine, and rarely come in groups, and Buying

decision making process is moderately rational

h. Age 50 and above (empty nesters): retired or working (mostly retired)

couples or singles, usually come in groups, seek relaxation and want to

explore, and usually make rational decisions.

: www.worldbank.org

57

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3. Students: people usually aged 18-25, enrolled in an educational institution, se~',,

entertainment and sometimes want to change routine, characterized with youth

and full of energy, want to explore and learn, income usually provided by parents,

and independent decision makers.

3. Federal Republic of Germany 1. tourists: residents of Germany that come to T.R.N.C. in groups, individuals, or

families for entertainment and/or relaxation purposes, these tourists can be

divided into age distribution segments on the following bases:

a. Age 0-20: such tourists are associated with their families and dependent

on them, singles, lack responsibility, and tend to go along with their

families, no income at all expenditures provided by parents, where they

are not decision makers for their families and don't come in groups or as

individuals. b. Age 20-30: again these tourists are mostly associated with their families

and dependent on them, mostly singles, they seek entertainment, full of

energy, and want to explore, income usually provided by parents, they

have a small influence on decision making for their families, and rarely

come in groups or as individuals.

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making process is moderately rational

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couples or singles, usually come in groups, seek relaxation and want to

explore, and conduct rational decision.

Business men/women: people that come to T.R.N.C. with a business based

mission, determined, objective, time savers, engaged in commercial or industrial

businesses, decision making process carefully conducted.

59

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6.2 ASSESSING COMPETITIVE DYNAMICS

The assessment of competitive dynamics of a five star hotel industry consists of four main issues

which will be represented in detail on the following basis

6.2.1 Threat of new entrants

The threat of new entrants determined by entry barriers to the industry (indirect relation ship),

.e entry barriers that are potentially high for the five star hotel industry are as follows:

1. Service differentiation: is this industry differentiation is the key competitive aspect

"quality of service" where customer loyalty is to be created, forcing investors to spend

large amounts of money to maintain customer loyalties or to overcome existing loyalties.

Thus, high start-up costs.

2. Capital requirements: such accommodations require large capital in order to establish

and long term breakeven points, therefore reducing threat of entry.

3. Switching costs: here differentiation plays a crucial role reducing switching costs

through customer loyalty and service quality, although switching costs may be moderate

here, they can be controlled by creating customer loyalty.

4. Access to distribution channels: this factor is of high essence when regarding the hotel

industry as a whole, thus it gains higher essence in the five star hotel industry.

Appropriate and feasible locations are not easy to hit upon. Thus, mistakes are not

accepted and would cause massive deficiencies.

Economies of scale: five star hotels must meet high occupancy levels in order cover

costs and reduce per guest cost, therefore meet profit.

Cost disadvantages independent of scale: favorable locations, favorable access to raw

material, government subsidies, and learning curves all function as entry barriers once

61

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6.2.4 Bargaining power of suppliers

Bargaining power of suppliers in the case of five star hotels in T.R.N.C. is to be considered low

reducing suppliers power to squeeze profitability out of the industry or even reduce the quality of

products provided by suppliers. Suppliers have low bargaining powers due to the following

reasons:

1. there is a large number of suppliers providing a variety of different ideas and know-

hows

2. most of the industry's suppliers are independent from each other

3. the industry forms a significant fraction of most of the suppliers sales

4. all supplied products are storable

5. differentiated supplied products should enhance the bargaining power of suppliers but

the high availability of these products reduces what is to be enhanced

ASSESSING THE INTENSITY OF COMPETITION

The determination of the intensity of competition in a five star hotel industry requires taking in

sideration the dynamics of the competition and the following:

1. Rapid industry growth which insures that firms can improve results just by keeping up

with the industry, although the industry is very sensitive towards political issues and

changes, it seems to remarkably adjust to which reduces such threats.

2. the industry has high fixed costs such as labor force which pressures firms to fill capacity

which often leads to price cutting, but since this industry is seasonal price cuts are

expected and accepted by the targeted segments

3. the differentiation provided by this industry is to an extent, a commodity or near

commodity to the targeted segments

Augmented capacity must be achieved in order to reach the appropriate economies of

scale. However, the tourism industry is promising and the required capacity is available

according to records

. diverse competition strategies

63

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6.4 ASSESSING COMPETITIVE ADVANTAGE

Differentiating the services provided or focused differentiation are the best recommendations for

this industry because differentiation as a concept allows hotels to desensitize prices and focus on

value that generates a comparatively higher price and a better profit margin. Taking in regard the

existing restrictions that classify the industry as a whole, the infrastructure of five star hotels is

already differentiated as a must due to classification restrictions, and since targeted segments

seek differentiated establishments, other factors must be taken in consideration in order to

differentiate in the industry its' self, location is a good example that would differentiate a five

star hotel than another.

5 IDENTIFYING DIRECT COMPETITORS

· ply the direct competitors for this industry are four and five star accommodation because

y all seek increasing market share on the account of others and have similar segments. The

irect competitors are those other accommodations with lower rankings which provide similar

services and products and seek the currency in guests' pockets, and neither, offer similar

ity of products and services nor target similar segments.

COMPETITIVE INTELLIGENCE

titive intelligence is to be obtained once the hotel is established, holding respect to sought

· es and capabilities which may change the whole process of gaining intelligence, these

s are to be conducted very carefully because otherwise may cost very large losses.

65

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7.2 RELEVANT MARKET MEASUREMENTS

Table 7-2 Number of accommodation establishments and beds by cate ories and Years (1998-2003) HOTELS GUEST HOUSES OTHERS* TOTAL TOTAL

OCCUPANCY RATES

I (Nt1.of I (Niih,J (No. of I (No. of (No.11/ I (No. 1,f (No. ,,f I (No. of Units) I Bed<) Units) I Bed•) U11its) I Bed<) Units) I Beds}

36.6% 93 I 8,972 I 16 I 393 I 46 I 4,013 I 109 I 9,365

36.7% 102 I 9,557 I 13 I 375 I 50 I 5,510 I 115 I 9,932

37.2% 103 I 10.213 I 13 I 307 I 52 I 4.255 I 116 I /0,520

I I I ,1 30.9%

107 I 10,507 I 13 I 291 I 54 ii 4,485 120 I 10,798

37.8% 110 I 10.6/ 1 I 13 I 305 I 55 I 4,515 I 123 I 10,916

37.0% 115 I , 1.5502 I 32 I 2,064 I 28 I 3,666 I 128 I I l,858

I I I

ce: Ministry of Tourism, Statistical Yearbook of Tourism, North Cyprus, 2003, 13

e: Office of Prime Minister, Economic and Social Indicators, North Cyprus, 2003, 58-59

ing to the numbers above the year 2001 met a major decline in occupancy growth rates

economic instabilities caused by the events of 11/9/2000 in the U.S.A. which was

ly recovered in the year 2002, but yet the occupancy rates met a minor decline in 2003

was caused by the instabilities reflected by the war on Iraq.

rtant to become conscious of the recession suffered by guest houses which came to an

the year 2003 with an extraordinary boom caused by new classifications that allowed

commodations to be classified as guesthouses. Hence, the number of other

ents had decreased in 2003 due to these new classifications

67

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cem of Turkish tourists, the number of tourists met a negative imbalance in the year 2003

curred by the effect of the war on Iraq and in addition seemed to survive the depression

y the events of 9/11/2000, where on the contrary the bed nights where not affected and

growth, the average length of stay suffered a decline in the year 2001 due to the events of

. and their occupancy rates maintained growth stability.

jiilerest of foreigners, a great boom occurred in the year 2002 this boom occurred in respect of

_r of the events of 11/9, and yet a decline in 2003 due to the war on Iraq, their bed nights,

gth of stay, and occupancy rates maintained growth but suffered a minor recession in

was recovered in 2002.

tourists, bed nights, and average length of stay of the citizens of North Cyprus seem

down sloping, because the number of citizen residents is increasing 4, but the

of these citizens is heading down slope.

of tourists maintained growth through the previous stage but suffered a decline in

~ted to recover in 2004 owing respect to the quick reaction by the tourism

number of total bed nights spent in this industry seems to be promising because

.ious statistics the number of total bed nights maintained growth proving

external imbalances. The total average lengths of stay and occupancy rates

itivity towards external imbalances. Moreover, they tend to recover out of

without delay.

ism, Nicosia, North Cyprus

69

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9l

ph 7-3 Number of tourists forecast

Tourists Forecast

140,000 .-~-----~-------- 120,000 -+-------'-----------lla.l 100,000 ~O-T-.R-.-N-.C-. 80,000 -t----i.---11--------r.,_--1 60,000 ' 1B For. 40,000 D Turkey 20,000

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'l,c:s 'l,c:s 'l,c:s Years

7-4 Number of bednights forecast

Bednights Forecast

700,000 "' =--,,_,.,,.., _

600,000 ·~ 500,000 I 400 000 . D T.R.N.C. 300:000 Ill For. 200,000 D Turkey 100,000

0 II I, 1111 11 I, 11 11 1111 ,1 Ii ,111

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to the conducted analysis the opportunity to invest in a five star hotels in T.R.N.C. does

ist. With the emphasis on the importance on such approaches that furnish new five star

nts with confidence as well as the endorsement of new establishments that rely on

lusion is based on the integration of all cautiously applied analyses and identifications in

ch. In interest of the market analysis and market measurements, it is of essence to

the potential growth of the five star hotel industry and the tourism industry its' self. In

it is important to pay attention to how sensitive the market is towards political imbalances

it rapidly balances eliminating posed threats by these imbalances.

titive analysis proved the capability of new establishments to compete in this market and

in potential growth, as well as adding together the eliminated threats posed by competition

'ding evidence for competitive survival. This analysis provided guide lines for future states

· ged strategies.

tification of market attractiveness which confirmed feasibility of the industry simply

the previous analyses and measurements and provided cornerstones for future predictions

titive strategies.

erving on a jury it is not only a civic responsibility to achieve but also an interesting

. However, juries are an essential part of a students' success. Thus, jury duty challenges

interested, productive, and responsible achievers.

75

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IX II HOTEL CLASSIFICATIONS (IN TURKISH)

4 Arahk 2003 8 Kasun 2004

OTELLER Y ASASI (Fas1l 138)

Madde 12 Tahtmda Yapilan Tuzuk

KISIMI otats

Ttizilk Degisikligi

1. 1977 Oteller Tilzilgil iptal edilerek , yeni isim verilmesi sureti ile bir tuzuk degisikligi yapihr,

Yasal Dayanak

2. Bu Tuziik, Kuzey Kibns Turk Curnhuriyeti Bakanlar Kurulu'na, Fasil 138 Oteller Yasasi'nm 12. Maddesinin verdigi yetkiyi kullanarak hazirlanrmsur.

Kisa Isim 3. Bu Tuzuk, 2003 Oteller Ttizilgil olarak isimlendirilir.

4. Bu Ttlztigiin amaci, Turizm ile ilgili Bakanhgm denetiminde bulunan otel isletmelerinin gelistirilmesi, gtiniln sartlanna uygun hale getirilmesi, otel isletmelerinin asgari niteliklerini belirleyerek suuflandmlmasi ve aym gruptaki tesisler arasmda standart birliginin saglanmasr ve kalitenin ytikseltilmesidir.

Tammlar 5. Bu Tuzuk'te metin baska tiirlti gerektirmedikce, "Devlet" - Kuzey Kibns Turk Curnhuriyeti'ni, "Bakanhk" - Turizm ile ilgili Bakanhgi, "Isletme izni" - Fasil 138 Oteller Yasasi'mn 4. maddesinde belirtilen izni, "Yasa" -Fasil 138 Oteller Yasasi'ru, "Bakanlar Kurulu" Kuzey Kibns Turk Curnhuriyeti Bakanlar Kurulu'nu,

"ilgili Daire" - Turizm Planlama Dairesi' ni, "Otel" - Nasil tammlamrsa tammlansm yerli ve yabanci turistlerin konaklamasi icin kullanilan ve icinde sahibi veya mtiduru tarafmdan yatak ve/veya yemek temin edilen herhangi bir yapi veya binayi,

"Oteller Encilmeni"- Fasil 138 Oteller Yasasi'nm 3. maddesine

81

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(b) Du var ve katlara uygun ses izolasyon malzemesi koymak ve sarsmti veya gurultu yapan makine ve cihazlan kaucuk zemin veya iskeletler tizerine yerlestirmek suretiyle gtiriiltti, ses ve sarsmtiya karsi onlemler ahmr,

13. (1) Kazan dairesi, sogutucu tiniteleri, havalandrrma ve santral, transformator ve alcak gerilim dagitim tablo mahalleri, jenerator, telefon santrah yerleri, yakit depolan gibi tesisat mahallerinde musterilerin ve tesisin guvenligi ile musterileri ve cevre sakinleri icin gtiriiltti ve her ttirlti cevre ve ses kirliligi yaratmayacak sekilde yapilmasi icin gerekli onlemler almrr.Bu gibi yerlerde kullamlacak yapi malzemeleri en az 2 saat yangma dayarukh malzemeden insa edilmis olacaktir.

(2) Asansorlerde alarm tertibati ile havalandirma di.izeni olusturulur. Asansorler bir yangin halinde kacis yplu olarak degerlendirilmezler.

(3) Tesislerde yangm ihban, sondiirme tesisat ve donarnrm bulunur. Dogal zemine ulasmak icin inilip cikilan kat sayrsi ikiden fazla ise yangm anmda tahliyeyi kolaylastirmak icin tum katlarla baglantrsi olan aynca bir yangm merdiveni yapihr. Yangm merdivenine yatak odalannm icinden veya merdiven sahanhgmdan 91k1~ verilemez. Y angm merdiveni bina dismda, acikta ya da gerekli tecritin saglanmasi kaydiyla bina icerisinde olabilir. Bina disma irtibati saglanrms, ihbar-sondurme tesisat ve donamrrn bulunan iki veya daha fazla merdiven varsa, aynca yangm merdiveni aranmaz.

(4) Dogal zeminle dogrudan baglantisi olmayan katlarda yer alan ve kapasitesi 100 kisiden f azla olan genel mahallerde acil durumlarda kullamlmak tizere ikinci bir cikrs imkam saglamr.

(5) Bu tuzuk kapsammda olan her ttir ve smif otelde yangm onlemleri proje asamasmda itfaiye servislerinden almacak oneriler dogrultusunda yapihr. Aynca Bakanlik her otelin smifma uygun asgari yangm ile ilgili standartlan belirlemek icin Yonetmelik cikanr.

14. (1) Bu Tuzugttn 11. Maddesi'nin (1). fikrasma bakilmaksizm apart otel, pansiyon, butik otel, tatil koyleri ve 5,4,3,2 ve 1 yildizh otel; binalarmda esas girisleri sokaktan ve otelin esas girisinden ayn olmak sartiyla ve yeterli sayida park yeri bulunmasi kaydiyla, zemin kat ile daha alt katlarda, miisteriler dismda halkm da kullanacagi sans yerleri yapilmasma ve cahstmlmasma izin verilir. Bu sans yerleri, gtiriiltti ve pis koku cikartmayan: baska herhangi bir sekilde otelin cahsmasma engel olmayan ve turistlerin rahatuu bozmayan maksatlarda kullamlabilir.

(2) Otellere tiyatro, sinema, konser salonu ve benzeri hacimler ilave edilmesine, bu gibi salonlardan cikacak seslerin

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olur. Yukanda belirtilen sartlara halel gelmeksizin sabit tavan 1~1g1 yerine sabit duvar 1~1g1 veya seyyar abajur takilabilir, Seyyar abajur takilabilmesi amaciyla her yatagm yanmda priz bulunmasi gerekir. Sabit duvar 1~1g1m ve/veya seyyar abajurlan yatakta yatan sahsm yatarken kolayca yakip sondurebilmesi icin gerekli tesisat kurulur,

(5) Sabit tavan 1~1g1 , sabit duvar 1~1g1 ve seyyar abajurun, otelin simf ve mefrusatma uygun bicimde ve 1~1g1 aksettirecek sekilde bir ortu, veya bir golgelik veya bir sus ile ortiilmesi gerekir.

18. ( 1) Otellerdeki su tesisati sunlan kapsar: (1) Suyu kendi tabii sicakhgmda dagitan tesisat; (2) Sicak su dagitan tesisat; (3) Tuvalet, banyo, dus, lavabo, mutfak ve benzeri yerlerin

kanalizasyon sebekesi (aym pis su kuyusu veya emici kuyuya aksalar bile bu sebekelerin kanallan ayn olur);

(2) Sicak su dagitim tesisleri asagida belirlenen ihtiyaclara gore kurulur: (a) Her sahsa minimum 1/4 metre kiip miktarmda; (b) insan viicuduna uygun sicaklikta; ( c) Glin boyunca istenilen zamanda steak su temin

edilmelidir.

19. ( 1) Her snuf ve tiir otelde telefon santrali ile internet , faks, vb hizmetler icin en az 4 adet ayn hat ve miisteri hizmetleri icin oda sayismm en az % lO'u kadar dis telefon hatn bulunur. Yoresel evler, turistik konut ve villalar ile turistik pansiyonlarda en az 1 telefon hatti ile cihazi bulundurulmasi sarttir.

(2) Otelin telefon santrali, onbiironun yanmda olabilir; ancak yuz ve daha fazla yatagi olan otellerde telefon santrali ozel bir odaya veya bolmeye yerlestirilir ve orada cahstmhr,

(3) Yoresel evler, turistik konut ve villalar ile turistik pansiyonlar dismda her snuf ve tiir otelin yatak odalarmda, otelin telefon santrah kanahyla merkez sebekeye baglanabilen telefon cihazlan bulunur. 5 ve 4 yildizh otellerde, 1. suuf tatil koylerinde, turistik komplekslerde ve butik otellerde banyolara da telefon cihazi takihr.

20. Gazyagi cihaz ve tesisleri petrol cesitleri ile ilgili yurulukte bulunan mevzuata ve itfaiye servislerinin direktif ve sartlanna uygun olur.

21. Her tiir ve simf otelde, elektrik ve makine cihazlan ile tesislerinden cikan yamk gazlar ve benzeri kirli havanm, hava

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AE616 8.11.2004

Genel Temizlik

Personel Ternizligi

Cevre Tanzimi ve Korunmasi

Mefrusat ve Techizat

yerde bulunur.

25. Her tiir ve snuf otelde, her turlii tesisatm tasanrmnda, kullamlan yapi malzemelerinin seciminde, suyun temizliginde ve klorlanmasmda, yiyecek-icecek maddelerinin hazirlanmasmda, depolanmasmda ve saklanmasmda hijyen ve saghk kurallanna uyulur. Turistin saghgmi tehdit eden hastahklarm olusmasiru onleyecek gerekli onlemler almir. 5 yildizh oteller 1. suuf tatil koyleri ve turistik komplekslerde siirekli doktor ve/veya hemsire bulundurulur.

26. (1) Her otelin butiin boliirnlerinin her zaman temiz ve bakimh olmasi gerekir.

(2) Otelde sinek ve bocek lekeleri ile miisterileri rahatsiz edici

diger pisliklerin bulunmamasi icin gerekli onlemler ahrur.

(3) Dus, tuvalet, lavabo, pisuar ve pidelerin devamh olarak temiz

tutulmasma ozen gosterilir. Sihhi tesisat devamh olarak

bakimh tutulur, bozulan kisimlar derhal tamir edilir.

(4) Genel tuvaletlerde tuvalet kagidi, kapakh <;op sepeti, temizlik

fircasi, lavabolarda srvi sabun ve kurulama kagitlan veya

mekanik kurutma cihazlan bulunur.

27. ( 1) Personelin el, yiiz ve viicut temizligine ozen gosterilir ve davramslannm uygun olmasma dikkat edilir.

(2) Personel otelde, cahsng; bolumun ozelligine uygun olarak

ozel ve tek tip kiyafetlerle hizmet eder. Kiyafetler devamh

olarak temiz ve duzgun olur.

(3) Bulasici hastahgi bulunan per~onel canstmlamaz. Personele

her alti ayda bir saghk karnesi alinmasi ve Oteller Enctimeni

denetlemelerinde enctimene ibraz edilmesi zorunludur.

28. (1) Her otelin cevresi, arazisi mtisait oldugu takdirde cevre karakterine uygun olarak agaclandmhr, yesillendirilir ve goze

hos gorunecek bir sekilde dtizenlenir.

(2) Oteller ; dogal varhklar, biyolojik cesitlilik, sosyal, kiilttirel ve

tarihi degerler ile yoresel degerlerin koruma, kullanma

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38. (1) Smiflanna ve ttirlerine bakilmaksizm (turistik konut ve villalar haric) biitiin oteller icin sart olan yardimci yerler sunlardir; (a)Kahvaltl hazirlama yeri, (b )Kat veya kat bolumleri hizmetleri icin kullanilan oda

veya yerler, (c)Kat veya kat boltimlerine servis yapilan oda veya yerler, ( d)Kat veya kat bolumlerini temizlemek icin kullamlan

malzeme ve esyalann kondugu dolaplar, (ejlcinde elbise dolaplan olan personel giyinme odalan, (f)Personel dus ve tuvaletleri (Her 10 personele 1 dus ve

tu valet), (g)Personel yemekhanesi, (h) idari ofisler, (1) Depolar (i) Bagaj bekletme alam

(2) Bu maddenin (1). fikrasmm (b), (c) ve (d) bendlerinde belirtilen yardrmci yerler, katlara gore birlesik ve uygun sekilde tanzim edilmis yerlere toplanabilir.

(3) Yemek salonu olan otellerde, yukandaki yardimci yerlere ek olarak asagidaki hacimler de bulunur; (a) Mutfak (b) Servis yeri (c) Yemek ve icki depolan

( 4) Musterilere hizmet eden i9 sans yerleri bulunmasi halinde buralar yardimci yer sayihr. Bu i9 sans yerleri, bu Tuzugun 14. maddesinin (1) fikrasmda belirtilen dis sans yerlerinden ayndir.

39. Mutfak bolumunde bulunmasi gereken hacimler, yerler ve standartlar Bakanhgm cikaracagi yonetmelikle belirlenir.

40. (1) Kahvalti mutfak dismda ayn bir kahvalti ofisinde veya mutfak boliimtinde ozel bir boliimde hazirlamr.

(2) Kahvalti hazirlama yeri ortiilii olmayan bir yerden devamh olarak aydmlatihr ve havalandmhr.

(3) Kahvalti hazirlama yerlerinde sunlar bulunur: (a) Buzdolabi, cay-kahve makineleri, v.b. aletler, (b) Y eterli sayida evye, (c) Ocak,

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bodruma yapihr. Otel girislerine araclann kisa sureli durabilmeleri icin cep yapihr.

47. Toplam kapasitesi 80 yatak ve tizerinde olan otellerde, musteriler taraf mdan kulanilan tiim genel mahaller ile acik alanlarm bedensel engelli miisteriler taraf mdan da kullamlabilmesini saglayici fiziki dtizenlemeler yapihr. Bu dtizenlemeler, ozel isaretlerle belirtilir. Tesis basma en az bir oda olmak ilzere, oda sayisirnn % l 'i oranmdaki yatak odasi ve banyosu, bedensel engellilerin kullarumma uygun olarak insaa ve tefris edilir.

48. (1) Yatak odalan tefris ve dekorasyonu saglandiktan sonra, rahat sirktilasyon imkam verebilecek biiytikliik ve olculerde banyolu olarak dtizenlenir. Tek veya iki kisilik olarak dtizenlenebilen odalara sadece musterilerin talebi halinde ilave yatak konulabilir. Odalar teknik normlara uygun olarak; bir veya iki yatak, her tek kisilik yatagm yanma bir veya cift kisilik yatagm yanma iki komodin, yatagm yanma duvar ilzerinde aplik veya seyyar bir abajur, tuvalet masasi ve aynasi, bagaj masasi, elbise dolabi, iki koltuk veya iyi kalite iki sandalye ve sehpa, perde, cop sepeti, hah veya kilim, balkon mevcut ise balkon mobilyasi gibi tesisin tiir ve sunfma uygun malzemelerle tefris ve dekore edilir. Gtivenlik icin kapilann disandan acilmasuu engelleyecek onlemler aluur.

(2) Dort ve bes yildizh oteller ile tatil koyleri haric diger konaklama tesislerinde apart ilniteler dismdaki oda sayismm %25'inden fazla yapilamayan suit odalar, bir adedi oturma olmak ilzere en az iki bolumden olusur, Suitlerde icecek ve basit yeme ihtiyacmi karsilayabilecek kapsamh olmayan mutfak dtizenlemesi yapilabilir.

(3) Bodrum katlarda yatak odasi yapilamaz. Ancak, egim dolayisiyla taban dosemesi mevcut arazi seviyesinden asag: olmayan ve yeterli dogal 1~1k alan katlar bu hilkmiln dismdadir. Yatak odalarmm pencereleri mutfak, tuvalet gibi musteriyi rahatsiz edebilecek mahallerin bulundugu aydmliga acilamaz, Aydmligm dar kenan 2.5 metreden az olmamak kaydi ile toplam oda kapasitesinin %20'sini asmayacak sayida aydmliga bakan oda yapilabilir.

( 4) Y atak odalarmm yiiksekligi ytirtiltikteki sehircilik mevzuati htiktimlerine uygun olarak 2.8 metreden asagi olamaz.

(5) Sehirici otellerde zemin kan yatak odalarmm yola acilan pencereleri yoldan en az iki metre ytikseklikte olur. Zemin kati yatak odalarmm bahceye acilan pencereleri yerden en az bir metre ytikseklikte olur.

(6) Yatak odasmm ytizol9timil hesaplanrrken oda icinde bulunan antre ve koridor, banyo, dus, elbise dolabmm isgal ettigi yerler

96

--~ti~terilerle gili Kayit ntulrnasi

Bilgi ve tistik

·erme

.ontrol ve Denetim

hesaba katilmaz.

KISIM III FiY ATLANDIRMA, BiLGi VERME, KA YIT VE DENETiM

49. (1) Oteller Enctimeni her tiir ve simf otelin yatak, yemek ve icki icin azami fiyatlanm tesbit edebilir. Fiyatlann tesbitinde: (1) Cari mal ve hizmet fiyatlan; (2) Musteriye sunulan hizmet; (3) Otelin smifi ve ttlrii; ( 4) Pazarlama ve diger tilkelerle rekabet durumu dikkate

ahmr. (2) Oteller Enciimeni otellerin yatak, yemek ve icki fiyatlarim bir

yil stireli ve 1 Nisan' da baslayacak donem icin tesbit eder ve bu fiyatlar bu sure icerisinde sabit kahr. Ancak Oteller Encumeni, turizm endtistrisini olumsuz yonde etkileyen ve onceden goriinmeyen sartlar olusmasi halinde,ya biitiin otellerin veya belli bir suufta ve/veya ttirde olanlann yilhk esasma gore tesbit edilmis fiyatlanm degi~tirebilir.

(3) Otel isletmecileri, tesisin simfma ve tiirune gore her yatak, oda, daire (suit) yemek ve icki icin, muteakip yilm fiyatlanni oneri halinde tesbit eder ve Oteller Enctimeni'nin herhangi baska bir tarih tesbit etmedigi hallerde bu fiyatlan en gee; 1 Agustos'a kadar Oteller Enctimeni'nin onayma sunar. Fiyatlar mevsimlere gore farkh olabilir.

( 4) Otel fiyatlan "Yatak", "Yatak-Kahvalti", "Y anm Pansiyon" ve "Tam Pansiyon" olarak tesbit edilir.

(5) Oteller Encumeni, Otel i~letmecilerinin sundugu fiyatlan bu maddenin (1). fikrasma uygun olarak inceleyerek kesin fiyatlan tesbit eder ve baska tarih tesbit edilemedigi takdirde bu fiyatlan en gee; 1 Eyliil' de otel isletrnecilerine teblig eder.

(6) Her otel isletmecisi, Oteller Enctimeni'nin tesbit ettigi fiyatlan resepsiyonda teshir eder. Teshir edilen fiyatlardan daha fazla tahsil edilmesi yasaktir.

(7) Oteller Enctimeni otellerin sirnflarma gore tek tip fiyat tespit edebilir.

50. ( 1) Her otel isletme sahibi otelinde kalacak mti~terilerin, Y asanm 10. maddesi tahtmda bu Tuzuge ek ucuncu cetvelde ornegi bulunan kayit formasim doldurmalarm1 saglar .

(2) Her otel isletmesi, Kayit Formalan dismda kendi maksatlan icin kayit defteri tutmakta serbesttir.

51. (l)Her otel muduru veya isletme sahibi, bu Ttlztigiin 50. maddesinde belirtilen ve musteri tarafmdan dogru ve eksiksiz olarak doldurulan kayit formlanm istendigi takdirde Oteller

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(1) Bir Yildizh Oteller: Asagida belirtilen nitelikleri tasiyan en az 20 yatak kapasiteli otellerdir.

a)Giri~te ruzgarhk, otel kapasitesine uygun dtizenlenmis resepsiyon, bekleme yenm kapsayan, telefon hizmetinin de verildigi lobi ve vestiyerden olusan bir kabul holii, b )Kahvaltl ofisi ve baglantih kahvalti salonu (yeterli btiytikliikteki oturma salonu veya varsa lokanta bu amacla kullamlabilir, yazhk tesislerde bu amacla kullamlan salonun bir kismi acik olabilir), c) Yonetim odasi, d) Oturma salonu, e )Tek yatakh odalarm en az biiytikliigti net 9 metrekare, cift yatakh odalann en az biiyiikltigii net 11 metrekare olmahdir; yan uzunlugu ise 2.80 metreden az olamaz. f)Otelde konaklayan miisterilerin araclanm rahatca park edebilecekleri oda sayismm en az % 50'si oranmda bir otopark, g)Sogutma sistemi bulunmamasi halinde vantilator, hjlsitrna sistemi bulunmamasi halinde elektrikle cahsan soba, nl.okanta yok ise biife hizmeti, j)Ilk yardim malzeme ve gerecleri bulunan do lap, k)Oda sayismm %25'ine hizmet verebilecek sayida, sifreli veya cift anahtarh kasa gibi musteriye emanet hizmeti verilen dtizenleme. 1) Yatak katlarmda kat hizmetleri icin ofis veya do lap.

(2) iki Yildizh Oteller: Bir yildizh oteller icin aramlan sartlarla birlikte asagida belirtilen nitelikleri tasiyan en az 40 yatak kapasiteli otellerdir:

a)Koridorlarda hah veya ses cikmayi onleyecek

uygun bir malzeme, b )Tek yatakh odalarm en az buyuklugi; net 10 metrekare, cift yatakh odalarm en az

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.. Koyleri

diizenlerinde hizmetin aksamamasi kaydiyla kat ofisinin her katta bulunmasi zorunlu degildir), f)Kuru temizleme hizmeti ve terzi mahali, g)Odalarda kiymetli esya kasasi, h)Doktor ve hemsire hizmetlerinin verildigi ilkyardim arac ve gerecleri bulunan revir, 1)0dalarda minibar, j)Turizm arnach sans unitesi, k)06:00-24:00 saatleri arasmda oda servisi, l)lntemet, faks, bilgisayar, v.b btiro hizmetlerine yonelik cahsma salonu, m)Kafeterya veya snack bar, n) Alarm sistemi bulunan sauna veya turk hamarm o )En az 150 kisilik gece klubu, diskotek veya benzeri eglence imkaru verecek ayn bir salon, en az 150 kisi kapasiteli kabare, tiyatro, sinema, konferans etkinliklerinin yapilabileccgi kapah bir salon veya benzeri imkanlar saglayan unitelerden en az bir adedi, p )En az 80 metrekare biiytikliikte aletli jimnastik, aerobik veya billardo salonu, mini golf, tennis, basketbol, veya voleybol sahasi, bowling salonu, go-kart pisti, deniz sporlan, bocce, squash salonu veya benzeri imkanlar saglayan unitelerden en az lie; adedi, r) Peyzaj projesine gore cevre diizenlemesi ve ye~illendirilmesi, s) Uydu veya video yaymlan,

(5) Bes Yildizh Oteller: Yerlesme durumu, yap1, tesisat, donanim, dekorasyon ve hizmet standardi olarak tistiin ozellikler gosteren, dort yildizh oteller icin aramlan sartlarla asagida belirtilen nitelikleri tasryan en az 200 yatak kapasiteli otellerdir.

a)Tek yatakh odalarm en az biiyiikliigu net 14 metrekare, cift yatakh odalarm en az buyilkltigil net 18 metrekare olmahdir; yan uzunlugu ise 4 metreden az olamaz. b )Bay ve bayan kuaforil, c )Banyolarda kuvet, 9 )24 saat oda servisi, d)Oda sayismm en az % 7 5' ine hizmet verecek kadar ilzeri kapah ve acik otopark, e)Yemek salonunda orkestra icin ayn bir yer,

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roozus 9193V

Turistik

l)Yi.izme havuzu ve cocuk havuzu, m)Yatak odalannda televizyon,banyolarda sac kurutma makinesi, n)Ki~i basma 1.2 metrekare olmak iizere en az 80 kisilik 90k amach salon, o )<;ama~rr yikama ve utuleme hizmeti, p) Sans tiniteleri, r) A91k hava tiyatrosu, s)<;ocuk oyun parki ve bu yerlerde cocuklar

icin ozel tuvaletler.

(2) Birinci Smif Tatil Koyleri: Ikinci Simf Tatil Koyleri icin aramlan sartlarla birlikte asagida belirtilen nitelikleri tasryan en az 150 yatak kapasiteli turistik tesislerdir.

a)Tatil koyu kapasitesine uygun servis girisi bagaj odasi, telefon kabinleri yerlerinden olusan kabul holu, b)Yemek salonunda orkestra icin ayn bir yer, c)Tek yatakh odalann en az btlyukltigii net 12 metrekare, cift yatakh odalann en az buyukltigu net 17 metrekare olmahdir; yan uzunlugu ise 4 metreden az olamaz. djldari ofisler, e) Genel mahallerde isitma ve sogutma sistemi, f)Kuru temizleme hizmeti ve terzi mahali, g)Doktor ve hemsire hizmetlerinin verildigi ilkyardim arac ve gerecleri bulunan revir, h)Faks, bilgisayar, internet, v.b btiro hizmetlerine yonelik cahsma salonu, 1)Kafeterya veya snack bar, jjlkinci Simf Tatil Koyu yatak odalannda bulunan mefrusata ek olarak kiiciik bir kahvalti masasi, tiil ve 1~1k gecirmez perde, gerekli sayida masa lambasi, cicek vazosu, duvara asilrms tablo, resim veya fotograf, sicak icecek hazirlama imkam, k)Odalarda kiymetli esya kasasi, l)Odalarda minibar, m)Uydu veya video yaymlan, n)Bay ve bayan kuaforu, o )24 saat oda servisi, p )En az 80 metrekare biiyiiklukte aletli

. jimnastik, aerobik veya billardo salonu, mini golf, tennis, basketbol, veya voleybol sahasi, bowling salonu, go-kart pisti, deniz sporlan, bocce, squash salonu veya benzeri imkanlar

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Turistik Bungalovlar

Apart Oteller

sinema, konferans etkinliklerinin yapilabilecegi kapah bir salon veya benzeri imkanlar saglayan tinitelerden en az bir adedi, n) Peyzaj projesine gore cevre dtizenlemesi ve yesillendirilmesi, o) U ydu veya video yaymlan. p )Bay ve bayan kuaforii, r)Banyolarda ktivet, s )24 saat oda servisi, t)Oda sayismm en az %75'ine hizmet verecek kadar tizeri kapah ve acik otopark, u)Yemek salonunda orkestra icin ayn bir yer, v)En az 80 metrekare btiytikltikte aletli jimnastik, aerobik veya billardo salonu, mini golf, tennis, basketbol, veya voleybol sahasi, bowling salonu, go-kart pisti, deniz sporlan, bocce, squash salonu veya benzeri imkanlar saglayan tinitelerden en az alu adedi, y) Kre~ z) Kapah ytizme havuzu ve cocuk havuzu

58.(1) Dag veya deniz sahilinde kurulmus gtizel manzarah, tek kath veya sendeli olarak insaa edilmis, minimum 11 metre kare btiytikltigtinde bir veya iki yatak odah, oturma ve yemek odasi ve burayla baglantih mutfak sayesinde rahat bir konaklama saglayan ve miisterilerine kendi yemeklerini bizzat hazrrlayabilme imkam veren en az 10 bungalov ve 20 yataktan olusan tesislerdir. Bu tesisler asagidaki nitelikleri tasir:

a)Lobi (resepsiyon) b jldarc tinitesi c )Emanet hizmeti d)Kahvaltl ofisi ve kahvalti salonu e )Bar ve oturma terasi f) Bungalov sayismm % 50'si oranmda otopark g) Ilkyardim malzemeleri ve gerecleri bulunan

do lap (2) Bungalov mutfagi oturma odasmm bir kosesinde olur ve dort

kisilik servis imkanma sahip olur. Mutfakta yemek masasi, sandalyeler, buzdolabi, fmn ve ocak, bulasik yikama, hazirhk bankolan, servis malzemesi dolaplan, tencere, tava, tabak, catal, kasik seti, cay seti, v.b ile kapali 9op kutusu, oturma salonunda oturma grubu, televizyon, sehpa, v.b ile genelde camasir yikama hizmeti veya camasir makinesi, steak ve soguk su imkam ile iklime gore vantilator veya soba bulunur.

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Yoresel Evler

Turistik Pansiyonlar

dekorasyon, b )Be~ yildizh otel odalan icin belirlenen nitelikleri tasiyan konforlu odalar, c )Kapasiteye yeterli kabul holii, kahvalti salonu, oturma salonu, d)Yemek salonu, e)Yonetim odasi, f)Genel mahallerde ve yatak odalarmda klima sistemi,

g)<;ama~rr ve kuru temizleme hizmeti, h)Oda sayismm %50'si oranmda otopark hizmeti. I) Yuzme havuzu ve cocuk havuzu.

61. Bakanhkca desteklenmeleri uygun gonilen ve Ti.iztik'te belirlenmis olan tiir ve nitelikleri tam olarak saglayamayan, ancak yapi, yore, cevre, sokak, doga, sanat, bir donemin tarihi ozelliklerini tasima gibi niteligi bulunan veya ozgunliik, tisttin hizmet, ulusal veya uluslararasi sohret gibi nitelikleri nedeniyle isletme ozelligi arzeden en az 20 yatakh otellerdir.

a)i9 dekorasyon ve mefrusata yonelik kullamlacak malzemeler yoreye ozgu olmahdir,

b )Kapasiteye yeterli kabul holu, kahvalti salonu, oturma salonu,

c)Yonetim odasi, d)Yemek salonu,

e )Genel mahallerde ve yatak odalarmda klima sistemi,

f)<;ama~rr ve kuru temizleme hizmeti, g) Oda sayismm %50'si oranmda otopark

hizmeti.

62.Yoresel Evler; Bakanhca smirlan ve mevkisi tesbit edilen kirsal alanlarm gelistirilmesi planlanan ve bulundugu bolgenin tarihi ve kiilttirel degerlerini yansitan tas, kerpic veya o bolgeye ait benzeri yapi malzemesinden yapilan, aym mahalde bulunan, her biri en az bir yatak odah asgari 5 evden olusan ve toplam yatak saytsi en az 20 olan otantik tesisler olup asagida belirtilen asgari niteliklere sahiptir;

a)i9 dekorasyon ve mefrusata yonelik kullarulacak malzemeler yoreye ozgu olmahdrr.

b )Mutf aklarmda buzdolabi, pisirme ve izgara donamrm, bulasik yikama, hazrrhk ve malzeme istif yeri, servis malzemesi dolabi

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gjlklime gore vantilator veya soba, h) Otopark hizmeti.

65.(1) Kampingler; Karayollan guzergahlan ve yakm cevrelerinde, kent girislerinde, deniz, gol, dag gibi dogal guzelligi olan yerlerde kurulan ve genellikle turistlerin kendi imkanlanyla geceleme, yeme-icme, dinlenme, eglence ve spor ihtiyaclanm karsiladiklan en az 30 ilnitelik tesislerdir.

(2) Kamping alam, kamping i9 ve dis guvenliklerinin saglanabilecegi bicimde cevre ozelliklerine gore cit, duvar, yesillik gibi diizenlemeler ile cevreden tecrit edilir. Kamping alam drene edilerek agaclandmhr, Bos alanlar cimlendirilir. Geceleme birimlerinin uzakhgmda gerekli spor ve eglence alam ve tesisler diizenlenir. Arac yollan, arazi ve iklim sartlanna uygun olarak toz kaldrrmayacak sekilde diizenlenir.

(3) Kampinglerde, kampci ve bungalov uniteleri basma hesaplanacak alan 100 metrekaredir. Kamper unitesi ; cadir, cadir araba, veya otokaravandan olusur. Her unite en az iki kisilik olur. Y erli ve yabancilara ait karavan veya otokaravanlann bakim, onanm ve kislamasi icin gerekli duzenlemeler yapihr.

(4) Giriste otopark, resepsiyon, damsma, emanet, unite sayismm %25'ine hizmet verebilecek sayida, sifreli veya cift anahtarh kasa gibi musteriye emanet hizmeti verilen diizenleme, posta hizmetlerinin yapildigi tesisler ile bekci yatak odalan ve personel tesisleri bulunur.

(5) Kampinglerde, beton zeminli ve akan sulan drene edilmis araba yikama yerleri bulunur.

(6) Kampinglerde musterek kullanim tesisleri asagida belirtilen sekilde duzenlenir:

a) Konaklamaya aynlan alanm zemininin kullarnm amacma uygun bicimde duzenlenmesi,

b) Her 5 unite icin en az bir kadm ve bir erkek tuvaleti, dus ve lavabosu, lavabolarm yanmda priz, erkek tuvaletlerinde en az her 5 unite icin bir pisuvar,

c) Tum unitelere hizmet verebilecek yeterlikte yikama ve utuleme yerleri,

d) Tum tinitelere hizmet verebilecek yeterlikte yemek hazirlama, pisirrne ve bulasik yikama imkani saglayan tistii kapah bir mahal,

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Baslamasi

Kiramn Y enilenmesi ve Sona Ermesi

Odamn Bosaltilmasi

Belli Bir Stire Icin Kiralama

Oda Tutmak

(2) Bu maddenin (1). fikrasmm (b), (c) ve (d) bendlerinde belirtilen sekilde bir otelde kalan ve anlasmaya dahil kahvalti veya yemeklerden birini veya daha fazlasim almayan bir musterinin onceden anlasilan toplam fiyat tizerinden hicbir indirim hakki yoktur.

68.(l)Mli~teri, kiralanan odadan, odada bulunan tum mefrusat ve tesisattan, otelin genel maksatlar icin kullamlan yerlerinden ve personelin servisinden istifade hakkma sahiptir.

(2) Kiralanan yatak odasmdan, yalmz onu kiralayan musteri ile mtisterinin otele gelisi sirasmda kendisine eslik eden sahislann yararlanmasma izin verilir.

69.(1) Otel ile miisteri arasmda baska surette bir anlasma yapilmamasi halinde oda kiralanmasi, bir gun icin yapilrrus sayihr.

(2) Baska surette bir anlasma yapilrnamasi halinde bu maddenin (1). Fikrasmda belirtilen kiralama, ogleyin saat 12:00'de baslar. Bu saatten once otele gelen musteri yalmz baska musteri tarafmdan hala isgal edilmemis olmasi halinde kiraladigi odayi kullanma hakkma sahiptir. Musteriye zamanmda oda tesliman yapmayan otel isletrneleri musterinin oturup dinlenebilecegi imkanlan saglar ve izaz ikramda bulunur.

70.0tel idaresi ile miisteri arasmda kesin kira suresi konusunda anlasma yapilmamasi halinde, kiranm sona erdigine <lair otel idaresi onceki giinden musteriye ve musteri de odayi kirasmda tutacagma <lair otel idaresine haber vermedigi takdirde, kiralama her takip eden glin icin karsihkh olarak yenilenmis sayihr. Bu ihbar aym gun icinde verilirse gecersiz sayihr ve ancak ertesi gun icin gecerli olur.

71.(1) Odanm kirasmm sona ermesi halinde, miisteri odayi, en gee; oglen saat 12:00'ye kadar bosaltmaya mecburdur. Otel idaresinin nzasr ile bu saatten sonra ve ogleden sonra saat 18:00'e kadar odada kalma miisteriyi odanm bir gunliik kirasmm yansmi odemeye mecbur eder. Bu saatten sonra da odada kalma, musteriyi biitiin gunun kirasmi odemeye mecbur eder.

(2) Kiranm bitmesinden sonra musterinin isgal ettigi odayi bosaltmayi reddetmesi halinde, otel idaresinin musteri ile bagajim odadan cikarmaya hakki vardtr.

72.(1) Oda, belli bir sure icin kiralandigi takdirde musteri: (a) Bu Tilztlgun hukumlerini ciddi bir sekilde ihlal etmemesi; (b) Otelin diger kiracilanna tehlike teskil eden veya teskil

111

Musterilerin Mi.ikellefi yet­ leri ve Vans Fi~leri

Otelcinin Mi.ikellefi yet­ leri

Musteriler Icin Smrrlan­ dirmalar ve Kucuk Y astakilerle ilgli

ettigi her esya ile musteri ile kendisine eslik eden sahislann ilzerinde bulunan esya dismda otele getirdikleri tiim esyalara musterinin aynhsi srrasmda el koyma hakkiru da verir. Otel idaresinin el koydugu musteri esyasi odenmemis hesaba karsihk teminat olarak tutulur ve hesap odendigi takdirde derhal musteriye iade edilir.

76.Bula~1c1 vesair bir hastahk olaymm ortaya cikrnasi halinde, hastanm yakmlan ile kendisini tedavi etmekte olan doktor, durumdan otel muduru, ilgili polis karakolu ve saghk merkezini haberdar etmeye mecburdur.

77.(1) Musterinin bulasici ve salgm bir hastaliga tutulmasi, aklnu kaybetmesi, tabii ve baska sebepten otelde olmesi ve benzeri hallerde, otel idaresi, yapilan zarar veya odayi dezenfekte etmek, yatak carsaflannm yerine baska almak ve benzeri seylere yaptigi masraflar icin musteri veya vekillerinden tazminat almak hakkma sahiptir.

(2) Otel miisterisi, kendisi veya ziyaretcileri veya hizmetinde bulunan kisi veya sorumlu oldugu herhangi bir baska sahis yiiziinden otelin ugradigi her zarar veya ziyandan (cam ve porselen esyanm, lavabonun ve benzeri esyalann kmlmasi mobilya, kilim, yatak takimlanna ve benzeri seylere yapilan zarar gibi) sorumludur.

78.(1) Miisteri, otel girisinde, bu Tuzugun 50. maddesi uyarmca emredilen kayit formasuu doldurup imzalamaya mecburdur.

(2) Otel idaresi, kayit formasim doldurup imzalamayi reddeden musterileri oteline kabul etmez.

79.(1) Otelci miisterinin makul esyalan icin miikellefiyet tasir. Bu sorumluluk giris yapngi gi.inden hemen onceki geceyansmdan baslayarak 91kl~ yapugi gtiniin hemen sonrasmdaki geceyansina kadar gecerlidir. Otoparkta bulunan arabasi ve icerisindeki esyalardan sorumlu degildir. Otelcinin musteri esyasmdaki mukellefiyetleri soyledir:

(a) Musterinin malma gelen zarar eger "act of god" · (deprem, savas.vs) veya tamamen sorumlulugun miisteriye ait oldugu bir olaydan kaynaklamyorsa, burada otelcinin sorumlulugu yoktur.

(b) Eger zarar ziyan tamamen otelcinin veya personelinin ihmalinden kaynaklamyorsa veya mal otelciye teslim edilip de otelci bunu ahp muhafaza etmeyi reddetmisse sorumluluk tamamen otelciye ait olup malm bedelini odemekle yukumludur.

c) Eger zarar ziyan belirsiz bir sorumsuzluktan

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82.Bu Tliztigiin herhangi bir hukmunu ihlal eden veya bu hiikilmlere uymayi ihmal eden herhangi bir ozel veya tuzel kisi sue islemis olur ve mahkumiyeti halinde asgari iicretin on katma kadar para cezasma veya isletme izninin iptaline veya her iki cezaya birden carptmlabilir.

83.(l)Bu Tuzugun yuriirluge girdigi tarihte hizmette olan oteller, Oteller Encumeni'nin bu tiiziigun belirledigi niteliklere uygun olarak yeniden yapacagi smiflandirmaya kadar mevcut smiflarmda islemlerini siirdiirmeye devam ederler. Ancak bu siire 18 ayi gecmemelidir.

(2) Bu Tuzuk yururliige girmeden once simflandmlarak belgelendirilmis olan mevcut oteller, bu Tiiziik'te ongorulen binadaki yapisal degisimler dismda tiim nitelikleri uygulamakla yiiktimliidtir.

84.Bu Tuzuk, Resmi Gazete' de yaymlandigi tarihten itibaren yururluge girer.

115

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82,000,000 - TL 166,500,000 - TL 120,000,000 - TL 82,000,000 - TL

166,500,000 -TL 82,000,000 - TL 82,000,000 - TL 82,000,000 - TL 82,000,000 - TL 166,500,000 - TL 82,000,000 - TL 166,500,000 - TL 15,600,000 - TL

D<;UNCU CETVEL Tuzuk Madde 50(1)

(Yasa Maddesi 10(1) tahtmda)

KA YIT FORMASI

REGISTRATION CARD

MELDESCHEIN

1. Adi ve Soyadi

Full Name

Vollstandiger Name:

2. Otele Geli~ Tarihi Date of Arrivalto the Hotel: Ankunftsdatum im Hotel

3. Pasaport No : Passport No : Reisepass No

4. Ya~1 : Age : Alter:

5. Meslegi Occupation : Beruf

6. Devamh Ikamet Ettigi Ulke Country of Usual Residence : Wohnort (staat)

7. Devamh Adres

No: .

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REFERENCES

1- Guiltman P.Joseph, Paul W. Gordon, Marketing Management, Fifth International Edition,

(U.S.A., McGraw Hill, 1994)

2- Cruvens W. David, Strategic Management, fifth edition, (U.S.A., Richard D. Irwin, 1997)

3- M. E. Porter, Competitive Strategy, (U.S.A., Free Press, 1980)

4- Dibb Sally, Simkin Lyndon, Pride M. William, Ferrel 0. C., Marketing Concepts and Strategies,

fourth European edition, (U.S.A., Houghton Mufflin,2001)

5- Walker C. Orville, Boyd W. Harper, Mullins, Larreche Jean-Claude, Marketing Strategy, fourth

edition, (U.S.A., McGraw Hill, 2003)

6- Kolter Philip, Marketing Management, eleventh edition, (U.S.A., Prentice Hall, 2003)

7- Keegan J. Warren, Global Marketing Management, seventh edition, (U.S.A., Prentice Hall,

2002)

8- Kolter Philip, Armstrong Gray, Principles of Marketing, tenth edition, (U.S.A., Prentice Hall,

2004)

9- Ministry of Tourism, Statistical Yearbook of Tourism, North C) -prus, 2000

10- Ministry of Tourism, Statistical Yearbook of Tourism, North Cyprus, 2001

11- Ministry of Tourism, Statistical Yearbook of Tourism, North Cyprus, 2002

12-Ministry of Tourism, Statistical Yearbook of Tourism, North Cyprus, 2003

13- Office of Prime Minister, Economic and Social Indicator, North Cyprus, 2003

14- Office of Prime Minister, Constitution of Cyprus, North Cyprus, 1959

15-www.att.sbresources.com

16-www.ucc.ie/quality/INTERNET/PESTAnalysis.pdf

17- WWW. worldbank.org

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