Summary: MGM Grand New Product Launch
MGM Grand New Product Launch
Angelo Meleandez
MKT/571
June 10, 2014
WILLIAM O 'DONNELL
MGM Grand New Product Launch
Implementation
MGM’s underwater wonderland must develop the appropriate timing schedules for the promotional activities. There must be specific schedule development for process monitoring. Market impact from expansion of a new wing to the existing resort has to be reviewed and examined, to determine the contribution the project will have to the continued growth and success of the MGM group. Leading the project for the MGM development group will be Ramprakash Shanmugasundram Project Manager in charge of overseeing the entire project development to fruition. Brian Jason Financial Development Consultant will be heading the
financial aspect of the project by the establishment of alliances with market partners that specialize in resort and vacation promotion and financing. Sales literature will take multiple avenues of distribution, but sole development of the literature will fall on the resorts marketing team headed by Logan Spears Marketing Development and Publicity Distribution. The Marketing team will also oversee any third party project consultants for the organization concerning promotion. Head of Business Development and Sales Angelo Meleandez will be in charge of development and implementation opening promotions and sales for the MGM Aquatics project developing personal relationships with the projects major investors and shareholders providing up to date development information. As well as the development of customer incentive projects after the completion of the initial, project. Any additional duties dealing with the implementation and success of the project will be delegated to the supporting cast of the organization to obtain specific responsibility and maximum effectiveness.
Milestones
Funds secured for project implementation
Project engineering schematics and Plans
Permits and Licenses obtained
Work force developed and secured
Project rolled out
Ground breaking
Publication and marketing campaign launch
Project Completion and Grand Opening
Evaluation and Control Metrics
The project must have the ability to assess the recommended market plan, and the methods of monitoring and assessing performance and success. The purpose of the evaluation and control metrics allows developers to create the necessary checks and balances needed to guide the organization through completion of the project. The following areas will monitor the performance of the project after completion in an effort to gauge performance.
Market Share / First to Market Effect
Occupancy Rate: Monthly and Annual
Revenue: Monthly and Annual
Expenses: Monthly and Annual Setting specific performance gauges, the developers are able to correct any misguided investments before, during, and after the completion of the project. Performance measurement set a method to monitor the effectiveness of the organization 's strategic plans, to divulge the projects actual and targeted goal when attempting to discover the organization’s effectiveness and efficiency during project development (Balanced Scorecard Institute, a Strategy Management Group, 2014).
References
Balanced Scorecard Institute, a Strategy Management Group. (2014). Key Performance Indicator (KPI) and Performance Measure Development. Retrieved from http://balancedscorecard.org/Resources/PerformanceMeasuresKPIs/tabid/59/Default.aspx
Bplans. (2014). Business Development Business Plan. Retrieved from http://www.bplans.com/business_development_business_plan/strategy_and_implementation_summary_fc.php
KOTLER, P., & KELLER, K. L. (2011). Marketing Management (14th ed.). Upper Saddle River, NJ: Prentice Hall. csb.uncw.edu. (2014). Writing a Market Plan. Retrieved from http://www.csb.uncw.edu/people/mallalieul/marketing%20plan.pdf
Angelo Meleandez
MKT/571
June 10, 2014
WILLIAM O 'DONNELL
MGM Grand New Product Launch
Implementation
MGM’s underwater wonderland must develop the appropriate timing schedules for the promotional activities. There must be specific schedule development for process monitoring. Market impact from expansion of a new wing to the existing resort has to be reviewed and examined, to determine the contribution the project will have to the continued growth and success of the MGM group. Leading the project for the MGM development group will be Ramprakash Shanmugasundram Project Manager in charge of overseeing the entire project development to fruition. Brian Jason Financial Development Consultant will be heading the
financial aspect of the project by the establishment of alliances with market partners that specialize in resort and vacation promotion and financing. Sales literature will take multiple avenues of distribution, but sole development of the literature will fall on the resorts marketing team headed by Logan Spears Marketing Development and Publicity Distribution. The Marketing team will also oversee any third party project consultants for the organization concerning promotion. Head of Business Development and Sales Angelo Meleandez will be in charge of development and implementation opening promotions and sales for the MGM Aquatics project developing personal relationships with the projects major investors and shareholders providing up to date development information. As well as the development of customer incentive projects after the completion of the initial, project. Any additional duties dealing with the implementation and success of the project will be delegated to the supporting cast of the organization to obtain specific responsibility and maximum effectiveness.
Milestones
Funds secured for project implementation
Project engineering schematics and Plans
Permits and Licenses obtained
Work force developed and secured
Project rolled out
Ground breaking
Publication and marketing campaign launch
Project Completion and Grand Opening
Evaluation and Control Metrics
The project must have the ability to assess the recommended market plan, and the methods of monitoring and assessing performance and success. The purpose of the evaluation and control metrics allows developers to create the necessary checks and balances needed to guide the organization through completion of the project. The following areas will monitor the performance of the project after completion in an effort to gauge performance.
Market Share / First to Market Effect
Occupancy Rate: Monthly and Annual
Revenue: Monthly and Annual
Expenses: Monthly and Annual Setting specific performance gauges, the developers are able to correct any misguided investments before, during, and after the completion of the project. Performance measurement set a method to monitor the effectiveness of the organization 's strategic plans, to divulge the projects actual and targeted goal when attempting to discover the organization’s effectiveness and efficiency during project development (Balanced Scorecard Institute, a Strategy Management Group, 2014).
References
Balanced Scorecard Institute, a Strategy Management Group. (2014). Key Performance Indicator (KPI) and Performance Measure Development. Retrieved from http://balancedscorecard.org/Resources/PerformanceMeasuresKPIs/tabid/59/Default.aspx
Bplans. (2014). Business Development Business Plan. Retrieved from http://www.bplans.com/business_development_business_plan/strategy_and_implementation_summary_fc.php
KOTLER, P., & KELLER, K. L. (2011). Marketing Management (14th ed.). Upper Saddle River, NJ: Prentice Hall. csb.uncw.edu. (2014). Writing a Market Plan. Retrieved from http://www.csb.uncw.edu/people/mallalieul/marketing%20plan.pdf