Conclusion
To sum up, I can acclaim, that Mofjell has all the possibilities to provide itself a steady growth and the financial stability. As a result from the strategies above, Mofjell should continue to develop and implement a strong communications plan in both national and international markets, then leverage their strength in the local market as a member of the community by supporting local events, identify new markets for the services such as University-based target groups and, of course, to continue ongoing staff training and skill development to ensure the highest standards of service. It would be also a good idea to follow well-known successful examples in order to maximize the ROI to its shareholders. I would suggest Mofjell to improve value network in particular offers opportunities for many existing businesses to add more value to their customers, and for new entrants to capture market share from those who offer less value to their customers with an eye to protect and spread its presence in the domestic (Norwegian) market. Finally, talking about expansion to international market, I would recommend Mofjell to turn their mind to the three basic market entry modes most common in the hotel industry: equity (ownership), franchising and management contracts. I presume that following my assumptions, the Mofjell Hotels Company will be able to save the achieved progress and even to improve it.
Appendix
1. Competitive triangle. Sourse: Hollensen, S. (2007). Global marketing: A decision-oriented approach. Pearson education.
2. Perceived value, relative costs and competitive advantage on the example of main competitors of Mofjell Hotel. Source: Hollensen, S. (2007). Global marketing: A decision-oriented approach. Pearson education; own improvements.
3. International Expansion Assessment Model. Sourse: Aliouche, E. H., & Schlentrich, U. A. (2008). International franchise assessment model: Entry and expansion in the European Union. Entrepreneurial Bus. LJ, 3, 517.
Reference list
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