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AS USED IN DECA’STEAM DECISION MAKING EVENTS

SAMPLE CASE STUDIES

2012 EDITION

TRAVEL AND TOURISM

Travel and Tourism Marketing

Team Decision Making Event

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Travel and Tourism MarketingTeam Decision Making Event

TABLE OF CONTENTS

Introduction .....................................................................................................................3

Competitive Events Case Study #1 ............................................................................................................5 Case Study #2 ..........................................................................................................13 Case Study #3 ..........................................................................................................21

INTRODUCTIONThis publication is designed to assist DECA members and their local chapter advisors in preparing for DECA’s Team Decision Making Events in the fields of Business Law and Ethics, Buying and Merchandising, Financial Analysis, Hospitality Services, Marketing Communications, Sports and Entertainment Marketing or Travel and Tourism Marketing. This document will be useful in preparing students for local, state and international competition by familiarizing them with the format, structure and evaluation tools used in international competition. This series of events is presented as an example of the types of case studies in which a team might expect to participate at the International Career Development Conference. The competitive events found herein, however, are not representative of all performance indicators that the students may be expected to demonstrate on the national level. A complete list of performance indicators upon which the events are written is available online at http://www.deca.org/competitions/2/.

OVERVIEW OF EVENTThis event is a case study in a role-play format. Travel and tourism includes passenger transportation, travel service, attracting and serving the traveling public, arranging tours or acting as independent ticket agencies and other services incidental to the industry.

A team of two is given a real-world decision-making case study involving a management problem in travel and tourism. The team has 30 minutes to study the situation and organize their analysis. The team will then make an oral presentation to the judge, who will play the role of an executive for the business.

Team members also take a written exam testing general marketing, management, entrepreneurship and business knowledge and also information specific to the travel and tourism area. Test scores are averaged with the role-play for the team score. Past exam questions are available for sale from DECA Images at www.deca.org/shop.

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SUGGESTIONS

Prepare MentallyCompetitors should get sufficient sleep the night before competition so that they will be mentally alert and able to concentrate on the case study.

Dress AppropriatelyProfessional dress should be worn to all conference sessions. Competitors must wear an official DECA blazer during interaction with the judges.

Follow the Program AgendaLocate the event room beforehand and arrive at the site early enough to be acclimated to the environ-ment, relaxed, etc. Competitors must be on time for each event.

Use Preparation Time WiselyCompetitors should take advantage of the time provided for each activity of the event. During the writ-ten test, competitors should think through each item completely and carefully while gauging the time appropriately. If time allows, recheck the answers. While preparing for the case study presentation, com-petitors should use all the time allotted constructively.

Performance IndicatorsWhen teams approach the case study situation, they are given a list of seven performance indica-tors (PIs). These are tasks or competencies the team must demonstrate as they accomplish the specific industry-oriented task. They will be evaluated on the specific performance indicators listed for the event. Lists of performance indicators are available on DECA’s Web site at http://www.deca.org/competitions/2/.

Performance indicators are bits of the curriculum, such as “Identify a target market,” or “Identify the elements of a promotional mix,” or “Explain the principles of supply and demand.”

Although they are quite specific, performance indicators are organized under broader topics called in-structional areas. You will recognize instructional areas as units of the marketing education curriculum, such as selling, promotion, economics, distribution, pricing, marketing information management, finan-cial analysis, product / service management, communication skills, and operations.

To have the best chance in competition, teams must focus on the performance indicators.

For more tips and suggestions, please refer to the Everything You Wanted to Know About Team Deci-sion Making Events, An Instructor’s Guide available for purchase through DECA Images (catalog code TDMIG)

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CAREER CLUSTERHospitality and Tourism

INSTRUCTIONAL AREACustomer Relations

TRAVEL AND TOURISMTEAM DECISION MAKING EVENT

PARTICIPANT INSTRUCTIONS

• The event will be presented to you through your reading of the General Performance Indicators, Specific Performance Indicators and Case Study Situation. You will have up to 30 minutes to review this information and prepare your presentation. You may make notes to use during your presentation.

• You will have up to 10 minutes to make your presentation to the judge (you may have more than one judge), followed by up to 5 minutes to answer the judge’s questions. All members of the team must participate in the presentation, as well as answer the questions.

• Turn in all of your notes and event materials when you have completed the event.

GENERAL PERFORMANCE INDICATORS

• Communications skills—the ability to exchange information and ideas with others through writing, speaking, reading or listening

• Analytical skills—the ability to derive facts from data, findings from facts, conclusions from findings and recommendations from conclusions

• Production skills—the ability to take a concept from an idea and make it real• Teamwork—the ability to be an effective member of a productive group• Priorities/time management—the ability to determine priorities and manage time commitments• Economic competencies

SPECIFIC PERFORMANCE INDICATORS

• Identify company’s unique selling proposition. • Explain the use of descriptive statistics in marketing decision making. • Handle customer/client complaints. • Explain the nature of positive customer relations. • Demonstrate a customer-service mindset. • Analyze company resources to ascertain policies and procedures. • Discuss the nature of customer relationship management.

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CASE STUDY SITUATION

You are to assume the role of a customer service management team at Century Cruises, a cruise line that operates in the Pacific Ocean. The vice-president of marketing (judge) has asked for your analysis and recommendations concerning some formal dining policies on the ships.

Century Cruises is a cruise line that started in 1986, specializing in cruises of the Pacific Ocean. With ports located along the west coast of the United States and Canada, Century Cruises takes passengers to Hawaii, Alaska, Mexico, Central America and South America. Currently, Century Cruises has a fleet of nine ships that have an average passenger capacity of 1,700. All ships feature an elegant formal dining room, alternate dining venues, large pools and lounging areas, themed nightclubs, a live performance theater, spas, gyms, libraries, and a large percentage of cabins that offer balconies or ocean views. While Century Cruise ships offer very traditional onboard amenities, the overall appeal is one of elegance. The target customer is 45-70 years of age, is an experienced cruiser, and has a household income over $100,000.

One of the hallmarks of every Century Cruises ship is the Crystal Dining Room. Glass-encased, multi-leveled, with white tablecloths, elegant tables/chairs, and accented with fine art and antiques, the Crystal Dining Room is only open for dinner. Passengers make their request for either the 5:30 or 9:00 p.m. seating at the time they book their reservation. Tables are set up to accommodate four or eight guests per table and guests are requested to dress rather formally for dinner. If a dinner party has less than four people, guests are seated with others to fill up a table.

In the Crystal Dining Room, women will usually wear very formal gowns and dresses while men will wear tuxedos, suits, or, at the very least, a jacket—every evening. Nearly all guests comply with the request. Those who don’t either choose to eat their dinner in one of the casual venues or will show up in the Crystal Dining Room dressed too casually. Men who show up without a jacket are asked by the maitre d’ if they would like to borrow one of the jackets kept in an “emergency” inventory. Most usually do.

Near the conclusion of every cruise, passengers are asked to complete a satisfaction survey, which has a 58% return rate. The survey is a series of questions that cover all aspects of a guest’s onboard experience during the cruise. Responses are on a ten-point scale with ten representing complete satisfaction. There is a place for individual comments in every survey section.

You have been provided with results that represent an “area of concern” in the formal dining portion of the survey. The responses from guests given so far this cruise season are compared to responses given three years ago. The seating arrangement in the Crystal Dining Room:Three years ago: Men 8.12 Women 8.63 This season: Men 7.23 Women 6.87

The attire requested in the Crystal Dining Room:Three years ago: Men 7.85 Women 8.94This season: Men 4.93 Women 8.61

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While most guests chose to not write personal comments in any section of the survey, those who did were very negative in their commentary regarding formal attire in the dining room.

The vice-president of marketing (judge) has requested a meeting with your team to obtain your analysis and recommendations on the “areas of concern” identified in the guest satisfaction survey. Specifically:

• Explain and interpret the statistics cited in the formal dining section of the guest satisfaction survey.• Explain why the current seating arrangement and dining attire policies exist. • Explain the impact that changes in seating arrangement and attire could have on the guests and the

cruise line.• State your recommendations as to what, if anything, should be done regarding the seating arrangement

and attire. Provide supporting rationale.

You will present your findings and recommendations to the vice-president of marketing (judge) in a meeting to take place in the vice-president’s (judge’s) office. The vice-president of marketing (judge) will begin the meeting by greeting you and asking to hear your ideas. After you have presented and have answered the vice-president’s (judge’s) questions, the vice-president (judge) will conclude the meeting by thanking you for your work.

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JUDGE’S INSTRUCTIONS

You are to assume the role of vice-president of marketing at Century Cruises, a cruise line that operates in the Pacific Ocean. You have asked your customer service management team (participant team) for their analysis and recommendations concerning some formal dining policies on the ships.

Century Cruises is a cruise line that started in 1986, specializing in cruises of the Pacific Ocean. With ports located along the west coast of the United States and Canada, Century Cruises takes passengers to Hawaii, Alaska, Mexico, Central America and South America. Currently, Century Cruises has a fleet of nine ships that have an average passenger capacity of 1,700. All ships feature an elegant formal dining room, alternate dining venues, large pools and lounging areas, themed nightclubs, a live performance theater, spas, gyms, libraries, and a large percentage of cabins that offer balconies or ocean views. While Century Cruise ships offer very traditional onboard amenities, the overall appeal is one of elegance. The target customer is 45-70 years of age, is an experienced cruiser, and has a household income over $100,000.

One of the hallmarks of every Century Cruises ship is the Crystal Dining Room. Glass-encased, multi-leveled, with white tablecloths, elegant tables/chairs, and accented with fine art and antiques, the Crystal Dining Room is only open for dinner. Passengers make their request for either the 5:30 or 9:00 p.m. seating at the time they book their reservation. Tables are set up to accommodate four or eight guests per table and guests are requested to dress rather formally for dinner. If a dinner party has less than four people, guests are seated with others to fill up a table.

In the Crystal Dining Room, women will usually wear very formal gowns and dresses while men will wear tuxedos, suits, or, at the very least, a jacket—every evening. Nearly all guests comply with the request. Those who don’t either choose to eat their dinner in one of the casual venues or will show up in the Crystal Dining Room dressed too casually. Men who show up without a jacket are asked by the maitre d’ if they would like to borrow one of the jackets kept in an “emergency” inventory. Most usually do.

Near the conclusion of every cruise, passengers are asked to complete a satisfaction survey, which has a 58% return rate. The survey is a series of questions that cover all aspects of a guest’s onboard experience during the cruise. Responses are on a ten-point scale with ten representing complete satisfaction. There is a place for individual comments in every survey section.

You have been provided with results that represent an “area of concern” in the formal dining portion of the survey. The responses from guests given so far this cruise season are compared to responses given three years ago. The seating arrangement in the Crystal Dining Room:Three years ago: Men 8.12 Women 8.63 This season: Men 7.23 Women 6.87

The attire requested in the Crystal Dining Room:Three years ago: Men 7.85 Women 8.94This season: Men 4.93 Women 8.61

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While most guests chose to not write personal comments in any section of the survey, those who did were very negative in their commentary regarding formal attire in the dining room.

You have requested a meeting with your customer service management team (participant team) to obtain their analysis and recommendations on the “areas of concern” identified in the guest satisfaction survey. Specifically, you asked them to:

• Explain and interpret the statistics cited in the formal dining section of the guest satisfaction survey.• Explain why the current seating arrangement and dining attire policies exist. • Explain the impact that changes in seating arrangement and attire could have on the guests and the

cruise line.• State your recommendations as to what, if anything, should be done regarding the seating arrangement

and attire. Provide supporting rationale.

The customer service management team (participant team) will present their findings and recommendations to you in a meeting to take place in your office. You will begin the meeting by greeting the management team (participant team) and asking to hear about their ideas.

After the management team (participant team) has presented, you are to ask the following questions of each team:

1. Over the years only 58% of passengers have completed the guest satisfaction survey. What can we do to increase that percentage?

2. Should the formal dining room offer continuous service beginning at 5:00 p.m. and eliminate the two separate seatings? Please explain.

Once the management team (participant team) has answered your questions, you will conclude the meeting by thanking them for their work.

You are not to make any comments after the event is over except to thank the participants.

JUDGING THE PRESENTATION

Team members, assuming the role of a management team for the business represented, will analyze a case situation related to the chosen occupational area. The team will make decisions regarding the situation, and then make an oral presentation to the judge. The role of the judge is that of an executive for the business.

Participants will be evaluated according to the Evaluation Form.

Please place the name and identification number label on the Scantron sheet (unless it has already been done for you).

Participants will have a 30-minute preparation period and may make notes to use during the role-play.

During the first 10 minutes of the presentation (after introductions), the team will present their analysis, their decisions and the rationale behind the decisions. Allow the teams to complete this portion without interruption, unless you are asked to respond.

During the next 5 minutes, you may ask questions of the team to determine their understanding of the situation presented. Each member of each team should respond to at least one question. To ensure fairness, you must ask each team the same questions. After asking the standard questions, you may ask other questions for clarification specific to the current team.

After the questioning period, please thank the team and state that they will be notified of your decision soon. Then complete the Evaluation Form, making sure to record a score for all categories. The maximum score for the evaluation is 100 points. The presentation will be weighted at twice (2 times) the value of the exam scores.

A maximum score of “Exceeds Expectations” in any category means that, in your opinion, the information is presented effectively and creatively; nothing more could be expected of an employee.

A “Meets Expectations” rating means that the information is present well. Though there may be a few minor problems or omissions, they are not significant. Creativity, however, is not shown to any great degree. A combined total score of 70 or better on the written and presentation sections will earn the participant team DECA’s Certificate of Excellence at the international conference.

A “Below Expectations” score means that the information presented does not meet minimum standards of acceptability.

A “Little/No Value” score means either that some major flaw has been noted that damages the effectiveness of the presentation (this may be a major omission, a serious misstatement or any other major flaw) or that the information presented is of no value (does not help the presentation at all).

We hope you are impressed by the quality of the work of these potential managers. If you have any suggestions for improving the event, please mention them to your series director.

We thank you for your help.10

JUDGE’S EVALUATION FORMTTDM

PERFORMANCE INDICATORS Exceeds Meets Below Little/No JudgedDID THE PARTICIPANT: Expectations Expectations Expectations Value ScoreDID THE PARTICIPANT:1. Identify company’s unique selling

proposition? 10-9 8-7 6-5-4 3-2-1-0 ________

2. Explain the use of descriptive statistics in marketing decision making? 10-9 8-7 6-5-4 3-2-1-0 ________

3. Handle customer/client complaints? 10-9 8-7 6-5-4 3-2-1-0 ________

4. Explain the nature of positive customer relations? 10-9 8-7 6-5-4 3-2-1-0 ________

5. Demonstrate a customer-service mindset? 10-9 8-7 6-5-4 3-2-1-0 ________

6. Analyze company resources to ascertain policies and procedures? 10-9 8-7 6-5-4 3-2-1-0 ________

7. Discuss the nature of customer relationship management? 10-9 8-7 6-5-4 3-2-1-0 ________

PRESENTATION8. Clarity of expression 6-5 4 3-2 1-0 ________

9. Organization of ideas 6-5 4 3-2 1-0 ________

10. Showed evidence of mature judgment 6-5 4 3-2 1-0 _______

11. Effective participation of both team members 6-5 4 3-2 1-0 ________

12. Overall impression and responses to the judge’s questions 6-5 4 3-2 1-0 ________

TOTAL SCORE ________


INSTRUCTIONAL AREAMarket Planning / Pricing

TRAVEL AND TOURISMTEAM DECISION MAKING EVENT










• Explain factors affecting pricing decisions. • Describe the role of business ethics in pricing. • Explain the role of situation analysis in the marketing planning process. • Explain the concept of market and market identification. • Explain the concept of marketing strategies. • Identify company’s unique selling proposition. • Describe factors used by businesses to position corporate brands.

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You are to assume the role of a management team at national airlines, a major North American airline. The vice-president of marketing (judge) has asked you to evaluate a proposed fee that would boost revenue for the airline. national airlines is a major airline serving most major cities in the United States and Canada. Operating over 1,200 flights per day, national airlines’ market niche is that of a low cost carrier. Typically, a flight on national airlines will have the lowest airfare or it will equal the lowest fare offered by most competitors to just about any destination.

The last ten years have not been good for the airline industry. From the terror attack on 9-11, to reductions in business-related travel, to a serious worldwide recession, airlines have lost money across the board. The industry has responded by charging for amenities and services that were once free. Most airline customers now pay up to $10 for an on-board meal and $25 per checked bag. Rebooking fees have more than doubled in the last ten years. national airlines is currently charging these same fees to its customers.

The chief financial officer of national airlines is currently proposing an additional fee—a seat charge. Right now, the only distinction that national airlines makes in seat location is between business class and coach. Business class fares average three times that of coach. The typical aircraft in the national airlines fleet has the first six rows committed to business class in a two-by-two seat configuration. The remaining twenty-two rows in the aircraft are committed to coach class in a three-by-three configuration. Under the chief financial officer’s proposal, seats in the first six rows (business class) would be unaffected. Seats in rows 7-12 would be charged $20 each for a one-way ticket. Rows 13-20 would pay $10 and rows 21-28 would pay $6 each. In addition, all coach class aisle seats (the “C” and “D” seats) would be charged an extra $5 on a one-way ticket. So, a passenger seated in 15-D would pay an extra $15 on a one-way ticket. A customer booking a reservation online or over the phone would first be made aware of this fee during the seat selection process.

According to the chief financial officer, many national airlines flights are still losing money. Under the current fares and fees, a flight needs to be 98% full in order for the airline to realize a $300 net profit from that flight. national airlines flights average 89% of capacity.

The vice-president of marketing has requested a meeting with your management team to obtain your analysis and recommendation regarding the seat charge proposal. Specifically, you have been asked to:

• Identify and explain the advantages and disadvantages of the seat charge proposal as it impacts the customer and the airline.

• If national airlines decides to implement with the seat charge, should the customer making a reservation first be informed of the charge when searching for flights or when selecting seat location? Please explain.

• Do you recommend the proposed seat charge? Why or why not? If opposed, what suggestions do you have that would bring in comparable revenue as the seat charge proposal?

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You will present to the vice-president of marketing (judge) in a meeting to take place in the vice-president’s (judge’s) office. The vice-president (judge) will begin the meeting by greeting you and asking to hear your ideas. After you have presented and have answered the vice-president’s (judge’s) questions, the vice-president (judge) will conclude the meeting by thanking you for your work.

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You are to assume the role of vice-president of marketing at national airlines, a major North American airline. You have asked your management team (participant team) to evaluate a proposed fee that would boost revenue for the airline.

national airlines is a major airline serving most major cities in the United States and Canada. Operating over 1,200 flights per day, national airlines’ market niche is that of a low cost carrier. Typically, a flight on national airlines will have the lowest airfare or it will equal the lowest fare offered by most competitors to just about any destination.

The last ten years have not been good for the airline industry. From the terror attack on 9-11, to reductions in business-related travel to a serious worldwide recession, airlines have lost money across the board. The industry has responded by charging for amenities and services that were once free. Most airline customers now pay up to $10 for an on-board meal and $25 per checked bag. Rebooking fees have more than doubled in the last ten years. national airlines is currently charging these same fees to its customers.

The chief financial officer of national airlines is currently proposing an additional fee—a seat charge. Right now, the only distinction that national airlines makes in seat location is between business class and coach. Business class fares average three times that of coach. The typical aircraft in the national airlines fleet has the first six rows committed to business class in a two-by-two seat configuration. The remaining twenty-two rows in the aircraft are committed to coach class in a three-by-three configuration. Under the chief financial officer’s proposal, seats in the first six rows (business class) would be unaffected. Seats in rows 7-12 would be charged $20 each for a one-way ticket. Rows 13-20 would pay $10 and rows 21-28 would pay $6 each. In addition, all coach class aisle seats (the “C” and “D” seats) would be charged an extra $5 on a one-way ticket. So, a passenger seated in 15-D would pay an extra $15 on a one-way ticket. A customer booking a reservation online or over the phone would first be made aware of this fee during the seat selection process.

According to the chief financial officer, many national airlines flights are still losing money. Under the current fares and fees, a flight needs to be 98% full in order for the airline to realize a $300 net profit from that flight. national airlines flights average 89% of capacity.

You have requested a meeting with your management team (participant team) to obtain their analysis and recommendation regarding the seat charge proposal. Specifically, you have asked the management team (participant team) to:

• Identify and explain the advantages and disadvantages of the seat charge proposal as it impacts the customer and the airline.

• If national airlines decides to implement the seat charge, should the customer making a reservation first be informed of the charge when searching for flights or when selecting seat location?

• Provide a recommendation to implement or not implement the proposed seat charge along with rationale for their recommendation.

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The management team (participant team) will present their recommendation to you in a meeting to take place in your office. You will begin the meeting by greeting the team and asking to hear about their ideas.

After the management team (participant team) has presented their ideas and recommendation, you are to ask the following questions of each participant team:

1. Explain the role that market research could have in arriving at a decision on seat charges?2. Do you believe that airfares are a more important consideration to the business traveler or the leisure

traveler? 3. The chief financial officer says the seat charge proposal is really no different than the current price

distinction made between business class and coach class. Do you agree or disagree?

Once the management team has answered your questions, you will conclude the meeting by thanking them for their work.


Note: While answers will vary, listed below are the calculations to indicate the amount of additional revenue generated per flight if the proposed seat charge goes into effect.

Revenue earned in rows 7-12: 6 seats per row x $20 = $120 per row 6 rows = $720



Revenue earned from aisle seats: 22 coach rows x 2 aisle seats each = 44 aisle seats 44 seats x $5 per seat = $220

Total extra revenue at 100% capacity: $1,708 per flight

Management teams may also bring up the point that if the proposed seat charges were simply added onto the existing fares rather than adding the charges at seat selection, then national airlines’ fares may not appear as attractive (low) when customers search on websites such as Travelocity and Expedia.














We thank you for your help.


PERFORMANCE INDICATORS Exceeds Meets Below Little/No JudgedDID THE PARTICIPANT: Expectations Expectations Expectations Value ScoreDID THE PARTICIPANT:1. Explain factors affecting pricing

decisions? 10-9 8-7 6-5-4 3-2-1-0 ________

2. Describe the role of business ethics in pricing? 10-9 8-7 6-5-4 3-2-1-0 ________

3. Explain the role of situation analysis in the marketing planning process? 10-9 8-7 6-5-4 3-2-1-0 ________

4. Explain the concept of market and |market identification? 10-9 8-7 6-5-4 3-2-1-0 ________

5. Explain the concept of marketing strategies? 10-9 8-7 6-5-4 3-2-1-0 ________

6. Identify company’s unique selling proposition? 10-9 8-7 6-5-4 3-2-1-0 ________

7. Describe factors used by businesses to position corporate brands? 10-9 8-7 6-5-4 3-2-1-0 ________








INSTRUCTIONAL AREAPromotion / Selling

TRAVEL AND TOURISM TEAM DECISION MAKING EVENT










• Explain the role of promotion as a marketing function. • Identify communications channels used in sales promotion. • Explain the nature of a promotional plan. • Describe the use of technology in the selling function. • Discuss motivational theories that impact buying behavior. • Explain the concept of marketing strategies. • Explain the concept of market and market identification.

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You are to assume the roles of sales managers at Park theater, a 2,000-seat capacity live theater venue located on Broadway in New York City. The director of sales (judge) has asked you to develop marketing strategies for selling theater tickets to tourists before they arrive in New York City and to tourists already in the city.

Park theater has had great success in the last ten years, with many of its featured shows receiving both critical acclaim and high profits. However, the last show at Park theater did not fare as well. Dismal ticket sales and poor promotion caused the show to end its run early. The director of sales (judge) feels that a new approach needs to be taken with the next show at the theater. The director of sales (judge) wants to pre-sell as many tickets to the next show as possible.

The next show featured at Park theater will be Hero Legends. The production focuses on popular comic book super heroes from the last 60 years. With state of the art special effects, amazing stunts and an extraordinary soundtrack written by a popular rock band, this show is certain to be a hit on Broadway. Buzz about the production has already started circulating on websites.

With 39 million domestic tourists visiting New York City annually, the director of sales (judge) knows that tourists need to be targeted for ticket sales to Hero Legends. But with over thirty Broadway venues, the director of sales (judge) feels that competition will be tough once the tourist arrives in the city. Therefore, the director of sales (judge) wants your team to develop marketing strategies for selling tickets to Hero Legends to tourists before they arrive to New York City. Strategies for selling tickets to Hero Legends to tourists already in New York City are needed, as well.

You will present your ticket sales strategies to the director of sales (judge) in a meeting to take place in the director’s (judge’s) office. The director of sales (judge) will begin the meeting by greeting you and asking to hear your ideas. After you have presented your strategies and have answered the director’s (judge’s) questions, the director (judge) will conclude the meeting by thanking you for your work.

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You are to assume the role of director of sales at Park theater, a 2,000-seat capacity live theater venue located on Broadway in New York City. You have asked the sales managers (participant team) to develop marketing strategies for selling theater tickets to tourists before they arrive in New York City and to tourists already in the city.

Park theater has had great success in the last ten years, with many of its featured shows receiving both critical acclaim and high profits. However, the last show at Park theater did not fare as well. Dismal ticket sales and poor promotion caused the show to end its run early. You feel that a new approach needs to be taken with the next show at the theater and want to pre-sell as many tickets to the next show as possible.

The next show featured at Park theater will be Hero Legends. The production focuses on popular comic book super heroes from the last 60 years. With state of the art special effects, amazing stunts and an extraordinary soundtrack written by a popular rock band, this show is certain to be a hit on Broadway. Buzz about the production has already started circulating on websites.

With 39 million domestic tourists visiting New York City annually, you know that tourists need to be targeted for ticket sales to Hero Legends. But with over thirty Broadway venues, you feel that competition will be tough once the tourist arrives in the city. Therefore, you want the sales managers (participant team) to develop marketing strategies for selling tickets to Hero Legends to tourists before they arrive to New York City. Strategies for selling tickets to Hero Legends to tourists already in New York City are needed, as well.

The sales managers (participant team) will present their ticket sales strategies to you in a meeting to take place in your office. You will begin the meeting by greeting the sales managers (participant team) and asking to hear about their ideas.

After the sales managers (participant team) have presented their ticket sales strategies, you are to ask the following questions of each participant team:

1. Are there any partnerships you would recommend we explore for cross promotion?

2. Do you think our show has limited scope for audience appeal?

Once the sales managers (participant team) have answered your questions, you will conclude the meeting by thanking them for their work.


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We thank you for your help.

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PERFORMANCE INDICATORS Exceeds Meets Below Little/No JudgedDID THE PARTICIPANT: Expectations Expectations Expectations Value ScoreDID THE PARTICIPANT:1. Explain the role of promotion as a

marketing function? 10-9 8-7 6-5-4 3-2-1-0 ________

2. Identify communications channels used in sales promotion? 10-9 8-7 6-5-4 3-2-1-0 ________

3. Explain the nature of a promotional plan? 10-9 8-7 6-5-4 3-2-1-0 ________

4. Describe the use of technology in the selling function? 10-9 8-7 6-5-4 3-2-1-0 ________

5. Discuss motivational theories that impact buying behavior? 10-9 8-7 6-5-4 3-2-1-0 ________

6. Explain the concept of marketing strategies? 10-9 8-7 6-5-4 3-2-1-0 ________

7. Explain the concept of market and market identification? 10-9 8-7 6-5-4 3-2-1-0 ________







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NOTES

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NOTES

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NOTES

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TRAVEL AND TOURISM

2012 Sample Case Studies

This publication is designed to assist DECA members

and their local chapter advisors in preparing for

the Team Decision Making events. This booklet will

be useful in preparing students for local, state and

international competition by familiarizing them with

the format, structure and evaluation tools used in

competition.

DECA Images offers a full range of competitive event

preparation materials including:

• Comprehensive Exams

• Sample Role Plays & Case Studies

• Instructor’s Guides

• Bell Ringer Activities

• Written Event Winners

• Flash Cards

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PRACTICE EXAM CD SET

INSTRUCTOR’S GUIDE

2011 PRACTICE EXAM CD SET

Build Students’ Competency Levels

Use as Classroom Practice Tests

100 Questionsand Answers

Prepare StudentsFor Competition

Business Management and Administration | FinanceHospitality | Marketing | Principles of Business Administration

travel and tourism - mrs. socha's classroom€¦ · travel and tourism includes passenger...

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