Developing and Shaping the Marketing Strategy

4.1. Marketing Strategy and Implementation Tactics

If the presented concept is assessed as sustainable through testing, the marketing strategy's design is approached by considering all previous knowledge. The marketing strategy of the new specialised tourism content implies the planning of overall support for its commercialisation. As part of the strategy, other components of the marketing mix – price, distribution and promotion – are elaborated in more detail (Aaker, 2002; Anderson & Kerr, 2002). In this phase, simulations primarily related to the possible reactions of the target tourist segment according to specific tactics of the defined marketing strategy are also carried out. One should adapt the marketing strategy to the specifics of the new tourism content. It should be flexible (it is possible to modify it in the following development phases) to adapt, if necessary, to trends in the content category to which the new specialised tourism product belongs. The flexibility of the marketing strategy is also a prerequisite for its long-term applicability.

The marketing strategy is adapted to the targeted tourist segments and strategic emission markets with selected tactics (promotion, sales, etc.). At the same time, it is necessary to consider its influence on the image of the tourist entity that introduces new content to the market. The marketing strategy needs to be coordinated at the level of the total value chain of the new tourism content (provider of the new tourism service, a destination where it is provided, sales intermediaries and promotion of the same) (Moss & Atre, 2003). The strategy is designed based on knowledge from the previous stages of development. These findings (primary and secondary data) are classified according to the criteria of simulations used for this purpose (Brown, 2009; Šerić & Jurišić, 2014). The marketing strategy should assess the specifics of competitive relations in specialised tourism products, including new content (Šerić, Melović, et al., 2023).

The strategy is based on the existing relations of the receptive tourism market where the new content will be offered (tourist destination). It should be pointed out that the marketing strategy designed at this stage of development is a broader concept than a specialised tourism product strategy. The strategy of the specialised tourism product is primarily focused on the features of the offered content. The marketing strategy is created by taking into account the specifics of the target tourist segment. Unlike a specialised tourism product, the marketing strategy also represents the fundamental basis of the commercialisation of new content, assuming the necessary logistics during the life cycle. The effectiveness of the marketing strategy of a new specialised tourism product implies planning, elaboration and implementation of tactics to implement it, as well as continuous monitoring and control of market reactions (Boyer et al., 2011; Doyle, 2002).

4.2. Marketing Strategy Development Plan

The marketing strategy development plan defines the activities of this phase (adapted from Lehman & Winner, 2005). The authors practise:

• Through simulation, determine the possible number of tourists interested in new tourism content during the primary tourism season, along with presenting the shopping habits of the target tourist segment, their demographic characteristics and other useable data. Based on sorted data, they suggest proposals for positioning new tourism content at the destination level (to increase visibility). Based on this simulation, the dynamics of return on investment in developing a new specialised tourism product can also be forecast.

• They argue the pricing strategy they have opted for and present individual prices and pricing policies. They link these data with the predicted sales and promotion model and the costs that these activities will generate (sales commissions, marketing budget, etc.).

• They justify the long-term business goals of introducing a new specialised tourism product into the offer with the simulation of income. They suggest the determinants for the long-term management of the elements of the marketing mix of a new specialised tourism product.

The marketing strategy should be as original as possible to further contribute to the differentiation of the new tourism content. It should connect the determinants of the strategy of the new tourism product so that the marketing strategy has a foothold in the characteristics of the new content (Cavalcanti, 2005). Suppose the new tourism content is not something completely new but rather the improvement or modification of an existing destination offer. In that case, developing the marketing strategy is advisable only partially. Based on experiences, the authors argue that the final shape of the marketing strategy for tourism offer that does not represent something completely new and innovative represents a significant differentiation lever, so it should be systematically and gradually developed. In implementing the marketing strategy of a new specialised tourism product, tactics are of particular importance, as they can be used to further enhance the added value of the new tourism content compared to other offers at the destination level. The marketing strategy also has the function of a preliminary analysis of the resolution of dilemmas that will arise in the development phases that follow. The marketing strategy of a new specialised tourism product should connect the identity of the basic content with the image of the tourist entity that will offer it, aiming to position the new content in the destination's offer.

Modifying the marketing strategy is carried out in the following stages of development, given new knowledge from the market environment, and primarily related to changes in the trends of the category of specialised tourism products to which the new content belongs. Modifications of the marketing strategy are also necessary for extraordinary situations, e.g. a decline in the purchasing power of the predominant tourist population in the destination, recessionary trends in the global tourism market and significant global disruptions such as the one caused by the COVID-19 pandemic. The consequences of assumed negative trends can be mitigated by proactive measures that are developed for this purpose as part of the marketing strategy, such as: shortening the time of providing the service for the sake of lower prices and introducing group arrangements for exclusively individual customers.

4.3. Development of Marketing Mix Elements

By defining the marketing strategy, one sets the starting points for the development of the elements of the marketing mix of the new specialised tourism product. The implementation of the marketing strategy is carried out by the tactics of managing the elements of the marketing mix. Furthermore, one decides on the final content characteristics of the potential new tourism offer, the required quality of the content, the creation of a different brand (or the introduction of new content under an existing brand) and others. The framework price strategy (presented in the previous development phase) is optimised in the context of the price. Following the specifics of the target tourist segment, individual pricing policies are developed. The price at which the new tourism content will be commercialised is determined by the breadth of the specialised tourism offer in the destination, relations between tourism stakeholders and the expected perception of what is offered to tourists.

Internal and external factors influence pricing decisions in tourism practice. Internal factors are the operating costs of the tourist entity, the expected sales model, sales goals, additional costs generated by introducing new tourism content and others. External factors are pricing strategies and pricing policies of competitors, legal regulations related to the category of a new specialised tourism product and rights to use the resources on which the new content is based. External factors include the attitudes and buying habits of the target tourist segment, existing relationships and changes in the target tourism markets, the impact of new technologies on the tourism economy and more.

The pricing policies chosen by the tourist entity will affect the intensity of demand for the new offer. In tourism practice, the price of a new offer is often determined according to the prices of similar ones in the same destination. One can also consider psychological pricing if the new tourism offer is entirely original. When choosing the price of a new specialised tourism product on a psychological basis, the basic features, quality of content, exclusivity and market availability of similar tourist offers are compared. Specific categories of specialised tourism products imply prestigiously high prices. These aspects refer to the rarity and value of the resources on which they are based, expensive and luxurious equipment that the provision of a new tourism service implies, the rarity of new tourism service and its inaccessibility to all interested tourists. The possible perception of everything that can contribute to the impression of added value in the mind of the target tourist is analysed. Accordingly, the possible upper price is determined. The upper psychological price limit is the maximum amount the target tourist segment is willing to pay for that category of specialised tourism product. If after commercialisation, the interest in the new tourism offer is not at the expected level, one can highlight a promotional price for a certain period of the year to encourage a trial (first) purchase and the creation of a spending habit. The promotional price is justified by the desire to acquaint the tourist population with new content. It is common to offer specific facilities at special prices (lower than regular prices) in periods outside the primary tourist season. One can also serve loyalty cards with an approved permanent discount for specific categories of tourists as an award for a certain number of purchases of a new specialised tourism product. After defining the basic pricing strategy, the selling price of the new tourism service is calculated based on one of three common methods (Lehman & Winner, 2005):

1. price based on service costs,

2. price based on supply and demand,

3. price based on competition.

The cost-based price implies the amount spent on developing, selling and providing a new tourism service increased by the desired profit divided by the possible amount of individual services at the level of one or more tourism seasons. This approach to price calculation is justified if the tourist public's affirmative attitude is expected towards purchasing the offered new content. A prerequisite for an affirmative attitude towards buying is attractive and high-quality content that no one else offers in the destination. If there is no competition, it is possible to consider the return of all investments in developing a new specialised tourism product during one tourism season, given that the displayed selling price does not significantly influence the purchase.

The price based on the relationship between supply and demand implies consideration of everything offered by direct (offer of identical or similar tourist content) or indirect competition (total non-boarding offer) at the level of one destination. By looking at the existing destination offer, a decision is made about the reasonable price, regardless of the return period of the total investment. The price can ultimately be determined based on expected sales, to be lower than all similar offers in the destination or according to some other criterion with the condition that at least the minimum required monthly/annual sales are ensured. A higher price is determined in periods of intense demand (primary tourism season) and a slightly lower in periods outside the primary tourism season.

A price based on competition means setting a selling price close to similar or different non-boarding products that are a direct threat when making a potential purchase decision of a tourist. The final price is determined below, above or at the level of the prices of the content and quality of service of similar tourism products. A lower price than competitors' prices is desirable if they keep similar prices throughout the year. In the primary tourist season, there is no need for a lower price than the prices of competitors who offer identical attractive tourism facilities in terms of content and quality. A price above the level of competitors' prices is practised if the new specialised tourism product is superior in features, quality and service to everything else that is offered in the destination.

Regardless of the concept that will be chosen for calculating the price of a new specialised tourism product, one should also consider the possible reactions of tourists to different approaches. The tourist analyses the new offer from the aspect of originality, experience, attractiveness, exclusivity and added value for what is paid. The price determined in the phase of commercialisation of the new tourism content can be adjusted to a higher one without consequences for the sale if it is about simpler tourist services of lower value. Raising the price can result in negative publicity and the loss of existing customers if it is about more complex tourism services, especially those that can be classified as luxury. The findings of many authors' studies have proven that the same tourism clientele would accept a higher price without question than the one that was determined at the beginning of commercialisation of a new specialised tourism product. However, the formation of the same price by increasing the price when introducing a new offer generates negative reactions from tourists (giving up future purchases, dissatisfaction, etc.).

Tourists can perceive price reductions of a new specialised tourism product in the maturity phase as the beginning of the withdrawal of the offer from the market, which encourages additional purchases. It is important to logically justify any reduction in the prices of tourism services so as not to create the impression of a reduction in quality. Explanations based on loyalty to a tourism destination or tourism subject to a specific service provider are also practical. One should also monitor competitors' reactions together with their long-term business interests (Ambler, 2000; Šerić, 2009b).

Promotional activities for a new specialised tourism product are developed following the goals related to the planned return on investment and the goals of marketing communication. Activities are designed separately for each stage of the life cycle of a new specialised tourism product (internet promotion, publicity on receptive and target emission markets, economic propaganda on selected emission markets, sales promotion activities, direct marketing on target emission markets and public relations on receptive and target emission markets prevail). The growth of the potential of sales via the internet, the sales opportunities provided by social networks and the significantly lower costs of promotional activities are increasingly directing them into the virtual sphere. The tourist public trusts publicity more than other forms of promotion, so it is advisable to maintain it throughout the entire life cycle of a specialised tourism product. It is advisable to practise economic propaganda on the target emitting tourist markets immediately before commercialising and introducing a new specialised tourism product. The focus should be on the fundamental characteristics of the new content, which also argue for added value. Economic propaganda tactics are implemented through pioneering, competitive, comparative or cooperative concepts. Pioneering economic propaganda is focused on stimulating interest in the new content and is effective for innovative content. Competitive economic propaganda promotes interest in a trial purchase and is recommended under various specialised tourism products' competition conditions. Comparative economic propaganda is based on emphasising differences concerning competitive offers. Cooperative economic propaganda is based on the joint promotional activities of tourism stakeholders who participate in creating, selling and providing specialised tourism services.

Economic propaganda also serves to remind the tourist public about a specific specialised tourism offer and the entity that offers it. Activities to promote the sale of a new specialised tourism product are practised in the phase of its introduction to the tourist market. In the budget of the marketing strategy, it is advisable to allocate funds for this purpose. They are implemented with additional incentives for sales agents and tourists (discounts for group bookings, for multiple weekly and monthly purchases, etc.). Personal selling can represent a vital purchase incentive for specialised tourism products throughout the life cycle. One can more appropriately present complex (intricate content, multiple related services) and luxury specialised tourism products through direct contact with potentially interested tourists. Direct marketing implies an interactive approach to tourists with continuous personal communication. The sale of a new specialised tourism product can be realised through an already established system (separate sales point, hotel receptions and travel agencies), while an exclusive and special sales system can also be established. Such a sales model contributes to the impression of the added value of new content. Sales efficiency and implementation in relation to the plan should be continuously monitored, new models developed and existing ones modified accordingly.