DEDICATION

To my mother,
N'GRATTIER Marie Madeleine epse GOLY
For their unfailing affection, support and help.

I
 ACKNOWLEDGEMENTS
All human production is directly or indirectly the fruit of the efforts of several people. That is
why we feel it is important, at the outset of this document, to express our gratitude to all those
who, directly or indirectly, helped to write this memoir.

First of all, we would like to thank the administrative and teaching staff of our institute, and in
particular :

- Dr. DIABY Moussa Kader, Director General of the Institut National Polytechnique
Felix Houphouët Boigny (INP-HB), for his constant efforts to provide the best
possible learning conditions for INP-HB students;
- Dr. TRAORE Moustapha, Director of the Ecole Supérieure de Commerce et
d'Administration des Entreprises (ESCAE) for all the sacrifices made to improve the
quality of the training offered by ESCAE;
- Dr. KOUASSI Fortunat, teacher-researcher at ESCAE, our educational supervisor, for
his invaluable advice in writing this dissertation.

We would also like to extend our thanks to all the SMS staff for welcoming us into their
organisation, and in particular to :

- Mr AKA Donald, Managing Director of Salam Management Services, for the trust he
placed in us;
- Ms. Tetey Djifa, SMS Marketing and Communications Manager, for her support and
availability;
- Ms BAH Roxana, our placement supervisor, for her assistance and support throughout
our placement.

Finally, we would like to thank all our friends and acquaintances who contributed to the
drafting of this document:

- Our elders, HILI Katcha Henoc, KOUADIO David Alexandre and YAO Stéphane,
who assisted us in drafting this report;
- We would like to thank all of our graduates and cadets for their support.

II
 CONTENTS
DEDICATION.............................................................................................................................I
ACKNOWLEDGEMENTS........................................................................................................II
CONTENTS ..............................................................................................................................III
FOREWORD ............................................................................................................................IV
ACRONYMS............................................................................................................................VI
LIST OF FIGURES .................................................................................................................VII
LIST OF TABLES...................................................................................................................VII
LIST OF IMAGES ..................................................................................................................VII
SUMMARY ...........................................................................................................................VIII
ABSTRACT..............................................................................................................................IX
INTRODUCTION ...................................................................................................................1
PART I: ENVIRONMENTAL AND THEORETICAL FRAMEWORK OF THE STUDY..4
CHAPTER 1: GENERAL PRESENTATION OF THE HOST STRUCTURE AND ITS
POSITIONING 5 .................................................................................................................
CHAPTER 2: CONCEPTUAL APPROACH AND LITERATURE REVIEW................16
PART II: EMPIRICAL FRAMEWORK OF THE STUDY..................................................25
CHAPTER 3: STUDY METHODOLOGY.......................................................................26
CHAPTER 4: PRESENTATION OF RESULTS AND PROPOSED SOLUTIONS........
41
CONCLUSION .....................................................................................................................65
BIBLIOGRAPHY .................................................................................................................XI
WEBOGRAPHY .................................................................................................................XII
LIST OF APPENDICES ........................................................................................................XIII
APPENDICES....................................................................................................................XIV
TABLE OF CONTENTS ................................................................................................XXIII

III
 FOREWORD
The Institut National Polytechnique Félix Houphouët-Boigny (INP-HB) is a national public
administrative institution (EPA) for higher education and scientific research created by decree
n°96-678 of 04 September 1996. It is placed under the technical supervision of the ministry in
charge of higher education and scientific research and under the financial authority of the
ministry in charge of the economy and finance. The INP-HB is the result of the merger and
restructuring of four (4) national grandes écoles:

- École Nationale Supérieure d'Agronomie (ENSA);

- École Nationale Supérieure des Travaux Publics (ENSTP);
- Institut Agricole de Bouaké (IAB);
- the Institut National Supérieur de l'Enseignement Technique (INSET).

The INP-HB is currently made up of ten (10) grandes écoles grouped together on three (3)
sites according to the configuration below.

INP-HB North website :

• École Supérieure d'Agronomie (ESA) ;

• Polytechnique Doctoral School (EDP) ;
• École de Formation Continue et de Perfectionnement des Cadres (EFCPC).

INP-HB Centre website :

• École Supérieure d'Industrie (ESI) ;

• École Supérieure de Commerce et d'Administration des Entreprises (ESCAE).

INP-HB Sud website :

• École Préparatoire aux Grandes Écoles (EPGE) ;

• École Supérieure de Mines et Géologies (ESMG) ;
• École Supérieure des Travaux Publics (ESTP) ;
• École Supérieure du Pétrole et de l'Énergie (ESPE) ;
• School Projects (EP).

The INP-HB also has a branch in Abidjan at COCODY DANGA, not far from the Cité
Rouge.

IV
ESCAE, the school from which we come, groups together a number of courses divided into
two training cycles:

- A "long" cycle which takes in students from preparatory classes after they have been
admitted to the competitive engineering cycle, giving a total training period of five (5)
years, including the two years of preparatory classes;
- A "short" cycle that trains senior technicians for three (3) years.

The short cycle includes the Commerce and Business Administration (CAE) stream, which
comprises three (3) options, including :

- Insurance ;
- Logistics ;
- Gestion-Commerce.

This last option, to which we belong, offers high-level, multi-dimensional training in

management, marketing and sales, to name but a few. The open-mindedness and adaptability
of the commercial managers trained at the INP-HB ensure that any company is able to meet
its three (3) strategic challenges, namely product or service quality, building and maintaining
a brand image and maximising profit.

As part of their training, students are required to complete two internships in addition to their
coursework: the first, called the immersion internship, in the second year, and the second,
called the end-of-cycle internship, to further their studies. The end-of-cycle work placement
that we carry out is therefore an extension of the theoretical training that we receive.

The course culminates in the writing of a dissertation analysing a problem faced by the host
company. We were asked to work on the following subject:
"IMPROVING THE DIGITAL COMMUNICATION STRATEGY OF A HOTEL
MANAGEMENT COMPANY: THE CASE OF SALAM MANAGEMENT
SERVICES".

V
 ACRONYMS
CAE Commerce and Business Administration

EPGE École Préparatoire aux Grandes Écoles

DTS Diplôme de Technicien Supérieur

EDP Polytechnique Doctoral School

EFCPC School of Continuing Education and Executive Development

ENSA École Nationale Supérieur d'Agronomie

ENSTP École Nationale Supérieure de Travaux Publics

EPA Public administrative body

ESA École Supérieure d'Agronomie

ESCAE École Supérieure de Commerce et d'Administration des Entreprises (business

school)
ESI École Supérieure d'Industrie

ESMG Ecole Supérieure de Mines et Géologies

ESPE École Supérieure du Pétrole et de l'Énergie (France)

ESTP École Supérieure de Travaux Publics

EP School Projects

GC Gestion-Commerce

IAB Bouaké Agricultural Institute

INP-HB Felix Houphouët Boigny National Polytechnic Institute

INSET National Higher Institute for Technical Education

TC Common Core

TS Senior Technician

SMS Salam Management Services

SWOT Strengths - Weaknesses - Opportunities - Threats

PESTEL Political - Economic - Sociocultural - Technological - Ecological - Legal

VI
 LIST OF FIGURES
Figure 1: Salam Management Services organisation chart .........................................................7
Figure 2: SWOT matrix.............................................................................................................33
Figure 3: PESTEL tool ..............................................................................................................34

LIST OF TABLES
Table 1: Company fact sheet .......................................................................................................6
Table 2: Sampling distribution table .........................................................................................30
Table 3: Summary table of the study's analysis method and tools............................................38
Table 4: Tools and type of data.................................................................................................39
Table 5: Salam Management Services SWOT matrix...............................................................43
Table 6: PESTEL analysis.........................................................................................................45
Table 7: Summary of digital levers used by SMS and its competitors .....................................50
Table 8: Action plan from May to October ...............................................................................61
Table 9: Estimated budget .........................................................................................................62
Table 10: Key performance indicators ......................................................................................63

LIST OF IMAGES
Image 1: EHCS logo..................................................................................................................13
Image 2: CFHF logo..................................................................................................................13
Image 3: Azalaï Hotels logo......................................................................................................14
Image 4: Dunia Hotels logo.......................................................................................................14
Image 5: Grand Hôtel Bamako logo..........................................................................................15
Image 6: GTmetrix report for the SMS site...............................................................................47
Image 7: Buyer persona 1..........................................................................................................55
Image 8: Buyer persona 2..........................................................................................................56
Image 9: Buyer persona 3..........................................................................................................57

VII
 SUMMARY
The aim of this dissertation is to propose solutions for improving Salam Management
Services' digital communication strategy. The methodology adopted was based on the use of
collection tools such as surveys, interviews and participative direct observation to gather
relevant information on customer perceptions, the competition and the digital environment.
The results provided a precise diagnosis of the strengths and weaknesses of Salam
Management Services' digital communications strategy. They also highlighted the specific
needs and expectations of customers, providing valuable insight into where improvements can
be made to meet their expectations more effectively. On this basis, strategy proposals were
developed, aimed at strengthening the company's visibility, increasing its engagement with
customers and differentiating its brand in the African hotel market.

Key words: Strategy, communication, digital, hotel industry.

VIII
 ABSTRACT
This dissertation aims to propose solutions for improving Salam Management Services' digital
communications strategy. The methodology adopted was based on the use of analytical tools
such as surveys, interviews, and participative direct observation were used to gather relevant
information on customer perception, competition and the digital environment. The results
provided a precise diagnosis of the strengths and weaknesses of Salam Management Services'
digital communications strategy. They also highlighted customers' specific needs and
expectations, providing valuable insight into where improvements could be made to meet
their expectations more effectively. On this basis, strategy proposals were drawn up, aimed at
strengthening the company's visibility, increasing its engagement with customers and
differentiating its brand in the African hotel market.

Key words : Strategy, communication, digital, hotel industry.

IX
 INTRODUCTION
In a world where digitalisation is playing an increasingly important role in all sectors of
activity, the hotel industry is no exception. Today's hotel management companies are faced
with an ever-changing competitive environment, where digital communication plays a crucial
role in their success and competitiveness in the marketplace.

Digital communication is an essential strategic lever for companies operating in the hotel
sector, enabling them to boost brand visibility, interact with customers, promote services and,
ultimately, build customer loyalty. Digital transformation has also profoundly altered
consumer behaviour and business strategies in the hotel sector. Customers now gather
information online, share their experiences on social networks, and expect personalised
interactions with brands. Faced with changing customer expectations and the emergence of
new technologies, it is becoming imperative for hotel management companies to adapt and
perfect their digital communications strategy in order to remain competitive and respond
effectively to market needs. This requires a strong digital presence and communication. Salam
Management Services (SMS) is a particularly interesting case study in this context. As a major
player in the hotel industry in West Africa. However, in an ever-changing digital landscape, it
is vital for Salam Management Services to perfect its digital communication strategy in order
to consolidate its market position and maintain its competitiveness.

At a time when internet platforms and reviews are exerting an increasing influence on hotel
choices, digital visibility has become a major issue for companies in the hotel sector. For
Salam Management Services (SMS), a hotel management company based in Africa, this is of
particular importance. Competition within the hotel industry is fierce, with many
establishments vying for hotels' attention. In this context, insufficient visibility on the web and
on social networks can compromise SMS's ability to attract new customers and maintain its
competitiveness in the market. In addition, online reviews play a crucial role in hotel decision-
making. A lack of positive reviews, or even negative reviews, can seriously affect SMS'
reputation and dissuade potential customers from choosing SMS.

1
establishments. Faced with these challenges, SMS needs to maximise its presence on online
distribution channels, such as social networks and websites. An effective digital
communications strategy is essential to ensure the company's visibility, strengthen its
engagement with customers and maintain its reputation in an ever-changing digital
environment.

In this context, our end-of-course dissertation focuses on the following theme: Improving the
digital communications strategy of a hotel management company: the case of Salam
Management Services.

This brief therefore aims to explore the challenges, opportunities and best practices in digital
communication for hotel management companies, focusing on the specific case of SMS.
Through an in-depth analysis of the current situation of the company's digital communication,
as well as strategic recommendations and avenues for improvement, this thesis will serve to
propose concrete solutions to enable SMS to optimise its online presence, better engage its
customers, and increase its overall performance in the West African hotel market.

So the main question is: How can Salam Management Services improve its digital
communications strategy to increase its visibility, attract more customers and optimise
its hotel management?

To answer this central question, three sub-questions can be asked:

- What is the current state of digital communications at SMS?

?
- What are the needs and expectations of SMS customers in terms of digital
communications?
- What are the best practices in the hotel industry for digital
communication, and how can you implement them to improve your brand
image?

The main objective of this study is to carry out an in-depth analysis of SMS's digital
communication strategy, in order to identify areas for improvement and propose
strategic recommendations to optimise its effectiveness and performance in the African
hotel market.

More specifically, this involves :

2
 - Analyse the current state of SMS digital communication to identify its strengths
and weaknesses, as well as the opportunities and threats in its digital
environment.
- Understand the expectations and behaviours of current and potential SMS
customers in terms of digital communication, so as to better meet their needs.
- Propose best practices to enable SMS to take full advantage of the opportunities
offered by digitalisation in the hotel sector.

To achieve the objectives mentioned above, we have chosen a work structure divided into two
parts, each comprising two chapters. The first part will be devoted, in its first chapter, to the
presentation of our host company, as well as to the positioning of SMS in the Ivorian hotel
sector. In the second chapter, we will discuss the main concepts of our study and the literature
review. In the second part, we will begin by outlining the methodology adopted for the study
in the third chapter, then the results of our analyses will be presented, before formulating our
recommendations for improving SMS's digital communication strategy in the fourth chapter.

3
 PART I:
ENVIRONMENTAL
TFRAMEWORK AND
BACKGROUND TO THE
STUDY
For a better understanding of our study, it is essential for us to deal with the theoretical aspect
which will be articulated around two chapters, the first relating to the general presentation of
the company and the second to the conceptual approach and literature review.

4
CHAPTER1 : PRESENTATION GENERAL OF
THE HOST STRUCTURE AND ITS
POSITIONING
This chapter will be structured around two (2) sections. The first deals with the presentation
of the structure and the second with the positioning of SMS in the African hotel sector.

5
Section 1: Presentation of Salam Management Services
In this section, we present Salam Management Services a n d explain how it is organised and
operates.

1. General presentation of the company

It will be reflected in its history, vision, missions and values.

1.1. History of the company
Founded in 2018, Salam Management Services is a company that has developed unique
expertise in hotel management. It offers a variety of services including consultancy, strategy
and hotel management. It also offers mandate management, management leasing, project
management and franchising services. Their team is made up of strong, highly committed
individuals with multiple talents in sales, marketing, events and hotel openings. The table
below shows the company details.

Table 1: Company fact sheet

Name SALAM MANAGEMENT SERVICES

Location Rue Thomas Edison, Zone 4c, Immeuble Edison, 3rd floor
Postal address Abidjan. Marcory 21 BP 1024 ABIDJAN 21 - Ivory Coast
Telephone +225 27 21 70 80 00
Legal status Limited company
E-mail [email protected]
Website https://salam-management.com/
Capital 100,000,000 CFA francs
RCCM registration MA. BKO 2018. B. 7229

Source: Compiled by us.

1.2. Vision of the company

This company has a clearly defined vision. Its vision is to bring our partners' projects to life
by making significant, lasting and unique improvements to their performance. It is committed
to maintaining rigorous management and ethical standards in order to provide the most
objective advice possible.

6
Knowing that behind every issue there are real challenges to be faced, with their share of
constraints and risks, she imposes rigour and unfailing excellence on each case, so that her
clients have all the answers they need to help them decide and move forward.

1.3. Missions
The company's mission is to provide reliable support and comprehensive guidance at every
stage of its customers' projects.

1.4. Values
According to its Managing Director, the values promoted by Salam Management Services
are: excellence, integrity, rigour, innovation and passion.

2. Organisation and operation

Salam Management Services has its own organisation and procedures to carry out its mission.
2.1. Organisation
For better management and organisation, SMS has a general management team and six (6)
departments as shown in the following organisation chart:

Figure 1: Salam Management Services organisation chart

Managing
Director

Human Resources Finance and Marketing and

Direction des Department of
Department Accounting Communication IT Department
Department sales Department legal affairs

Source: Compiled by us.

2.2. How it works

To ensure efficient working, the company has defined task specialisations as follows:

2.2.1. Chief Executive Officer

The Managing Director is the person responsible for defining the company's major objectives.
He also coordinates all the departments in order to achieve these objectives.

7
 2.2.2. Human Resources Department
The Human Resources department is responsible for recruiting, training, managing and
developing staff to support the company's operational and strategic objectives, while ensuring
compliance with employment legislation and the creation of a positive working environment.

2.2.3. Finance and Accounting Department

The finance department is responsible for the overall management of the company's finances,
including financial planning, budgeting and cash management. It develops strategies to
maximise company revenues while minimising costs. They manage the company's assets,
including investments, property and equipment. They may be responsible for evaluating
potential investments in new hotels or optimising the use of existing assets.

2.2.4. Sales department

The sales department is responsible for developing an effective sales strategy to maximise
hotel revenues. This includes identifying target market segments, analysing the competition
and setting rates and pricing policies. This department manages the hotels' distribution
channels, including online booking sites, travel agencies, tour operators and direct sales
channels. It strives to optimise the hotel's visibility on these channels and maximise bookings.

2.2.5. Marketing and Communications Department

The Marketing and Communications department develops an overall marketing strategy for
the hotels, identifying target market segments, determining marketing objectives and
developing plans to achieve these objectives. It is responsible for managing the hotels' brand,
ensuring that all communication elements consistently reflect the brand's image and values. In
effect, this department is responsible for promoting the hotel brand, attracting new customers
and retaining existing customers by developing and implementing effective online and offline
marketing strategies.

2.2.6. IT Department
The IT department manages the hotels' IT infrastructure, including servers, computer
networks, data storage systems and IT equipment. It ensures that the infrastructure is robust,
secure and capable of meeting the hotels' operational needs.

8
This department implements IT security measures to protect the hotel's sensitive data,
including guest information, payment information and operational data. This includes the
implementation of firewalls, anti-virus software, data encryption and other security measures.

2.2.7. Legal Affairs Department

The Legal Affairs Department monitors the laws and regulations applicable to the hotel
industry, including property laws, labour laws, health and safety regulations, consumer
protection laws and tax regulations. He ensures that the company complies with these laws
and regulations. He is responsible for drafting, negotiating and reviewing contracts with
suppliers, business partners, customers and employees. These may include lease agreements,
franchise agreements, service agreements, confidentiality agreements and employment
contracts.

9
Section 2: Positioning of Salam Management Services in the African hotel sector
In this section, it will be important for us to present the environment of the hotel sector in
Africa through its history, its evolution and its importance, as well as the offers of the SMS
company and its economic partners.

1. History, development and importance of the African hotel sector

In the dynamic context of the African hotel industry, Salam Management Services stands out
as the holding company1 of the Azalai Group. Founded with the aim of providing first-class
hotel management services, the company has experienced significant growth thanks to its
close collaboration with major players. This analysis will focus on the history, evolution and
importance of Salam Management Services as the manager of the Azalai Group's hotels in the
African hotel sector.

1.1. History
Salam Management Services was created as part of the Azalai Group's vision to become a
leader in the hotel industry in Africa. Azalaï Hôtels is a group that was founded over 30 years
ago in Mali and has since expanded throughout Africa. That's 30 years of expertise, 30 years
of project experience, and 30 years of hotel construction and management. Salam
Management Services brings all this together and now offers its services to investors who
want to enter the tourism and hotel industry but are not professionals in the sector and need to
be supported by experts in the field, from the idea, location, plans and construction right
through to management. Since its creation, the company has played a central role in the
management and operation of the hotels belonging to the group.

1.2. Evolution
Over the years, Salam Management Services has evolved into a key pillar of the Azalai
Group, extending its expertise through their portfolio of properties across Africa.

1 A holding company enables an individual or a group of individuals or companies to control a large number of
national and international companies, without appearing as the manager of all the companies in which they hold
a stake, which is usually a majority.

10
Thanks to an approach focused on quality, innovation and customer satisfaction, the company
has helped to strengthen the Group's competitive position in the African hotel market. Its
development has been marked by a number of partnerships.

1.3 Importance
As the manager of the Azalai Group's hotels, Salam Management Services is of crucial
importance in the African hotel sector.

It plays a key role in implementing the Group's overall strategy, ensuring that each property
operates efficiently and profitably. In addition, by maintaining high standards of service and
customer experience, the company helps to strengthen the Group's reputation and build
customer loyalty.

2. Special features of the SMS company

Salam Management Services is unique in its offerings, expertise and partners.

2.1. Offers
To achieve its mission, which is to maintain financial and ethical independence in order to
advise its clients as objectively as possible, Salam Management Services offers its target
clientele four (05) types of services: management mandate, management leasing, project
management, franchising and expert advice.

2.1.1. Management mandate

The company provides support in delegating the management of other companies
(establishments) in the form of a management mandate. It supports these establishments by
auditing them on a regular basis (quarterly, half-yearly, annually), not only from a commercial
and operational point of view, but also with regard to changes in their value. This involves
gaining a better understanding of the development of these businesses.

2.1.2. Lease management

The company offers a win-win partnership with a fixed or variable periodic fee for you.

2.1.3. Project owner

It offers hotel coordination and construction, and asset management, from the laying of the
foundation stone to the handover of the keys. It ensures the quality of the equipment used and
that your buildings are up to standard.

11
 2.1.4. Franchise
It also offers a franchise agreement, which enables guests to benefit from the prestige and
added value represented by the Azalaï Group's brands, which are: Azalaï Hôtels (4-star hotels
and above); Dunia Hôtels (budget hotels) and Azalaï Appartement.

2.1.5. Expert advice

SMS provides advice to other companies in the following areas: Human Resources; Yield
Management2 ; Marketing and Communication; Business Development; Customer Service
and Accounting and Finance.

2.2. Salam Management Services partners

Salam Management Services has two (2) partners: the École Hôtelière Chiaka Sidibé and the
Centre de Formation Hôtelière du Faso.

2.2.1. Chiaka Sidibé Hotel School (EHCS)

Despite the political and security troubles of recent years, Mali remains a very dynamic
country in terms of hotel infrastructure development. It has a number of renowned hotels,
including those run by the Azalai Hotels group. The Azalaï Hôtels group operates seven
hotels, ranging from 2 to 5 stars, in Mali, Burkina Faso, Benin and Guinea Bissau. But most
of them suffer from a shortage of qualified staff. This is due to a lack of training leading to
qualifications, and the absence in Mali and neighbouring countries of a quality training school
to address this problem. With a view to reducing this shortage of qualified staff, the Azalaï
Hotels Group, under the impetus of its CEO, Mr Mossadeck BALLY, has decided to set up a
hotel school in Bamako, the aim of which is to train high-level African professionals capable
of taking on positions of responsibility in this sector. The courses taught at the school meet
the increasingly demanding requirements of these professions. The school is starting the
2015-2016 academic year with 2 specialities: cooking and restaurant service. The courses are
taught by French teachers who have completed their training in hotel management schools in
France. They were recruited with the support of France Volontaire and the French Embassy in
Mali. The image below shows the EHCS logo.

2Yield management, also known as revenue management, is a widespread commercial practice in the transport
and tourism industries.

12
 Image 1: EHCS logo

Source: https://salam-management.com/ (consulted on 15/04/2024 at 9:34 am)

2.2.2. Hotel Training Centre of Faso

The Centre de Formation Hôtelière du Faso (CFHF) is a training centre offering diploma
courses in various areas of the hotel industry. The image below shows the CFHF logo.

Image 2: CFHF logo

Source: https://salam-management.com/ (consulted on 15/04/2024 at 9:34 am)

2.3. SMS customers

There are three (3) SMS customers, including : Azalaï Hôtels, Dunia Hôtels, Grand Hôtel
Bamako.

2.3.1. Azalaï Hotels

The Azalaï Group is a regional leader in the hotel sector in West Africa. Based in Bamako and
with over 25 years' experience, the Group is committed to satisfying the growing needs of its
customers through its top-of-the-range service. From Bamako to Ouagadougou, via Cotonou,
Bissau, Nouakchott, Abidjan and Loumbila, the Groupe

13
Azalaï offers luxury hotels in the main capitals of West Africa. The image below shows the
Azalaï Group logo.

Image 3: Azalaï Hotels logo

Source: https://salam-management.com/ (consulted on 15/04/2024 at 9:34 am)

2.3.2. Dunia Hotels

Dunia Hotels is an international hotel chain operating in a number of destinations around the
world. Its mission is often focused on creating unique and memorable experiences for
travellers. It typically offers a range of services and accommodation, from luxury hotels to
more affordable options, to meet the diverse needs and preferences of customers. The image
below shows the Dunia Hotels logo.

Image 4: Dunia Hotels logo

Source: https://salam-management.com/ (consulted on 15/04/2024 at 9:34 am)

14
 2.3.3. Grand Hotel Bamako
Grand Hôtel Bamako, which became part of the Azalaï hotel group in 1994. Located in the
historic district of Bamako, 2 km (3 min) from the business district and 17 km (23 min) from
Bamako international airport. The image below shows the Grand Hôtel Bamako logo.

Image 5: Grand Hôtel Bamako logo

Source: https://salam-management.com/ (consulted on 15/04/2024 at 9:34 am)

To conclude this first chapter of our study, it should be noted that Salam Management
Services has unique expertise in hotel management in Africa. In addition, it plans to improve
its digital communications strategy, aiming to increase its visibility and brand awareness in
Africa by offering solutions.

15
CHAPTER 2: CONCEPTUAL APPROACH AND LITERATURE
REVIEW
This chapter deals with the theoretical framework of our study and comprises two sections. In
the first section we will define the key concepts of our study and in the second we will discuss
the literature review.

16
Section 1: Definition of key concepts
In this section, we will define the key concepts related to our study. These are:
communication strategy, digital communication, digital communication strategy and hotel
marketing.

1. Communication strategy

In Stratégies publicitaires, de l'étude marketing aux choix des médias by Marcenac, Milon and
Saint-Michel, these authors state that "communication strategy consists of setting objectives
and the specific means at its level to achieve them". For Lendrevie and Bronchand, authors of
the celebrated Publicitor (Dalloz, 2001), "we can no longer afford the luxury of ignoring
strategy. You can no longer go to the creative people with nothing to say and hope that they'll
come up with a great campaign. You have to identify the problem to be solved and the
marketing story you want to tell.

Ideally, the communication strategy should be integrated into a certain coherence, so that it
forms part of a global vision of the company or organisation. As Lendrevie and Lindon point
out in their famous Mercator (Dalloz, 2000; 429): "To ensure maximum coherence,
effectiveness and profitability from all their communication activities, more and more
companies are finding it necessary to adopt an overall communication policy before defining
their product-by-product communication strategy in detail". Their thesis led to the concept of
an "integrated communication policy", which "combines several means of communication in
the service of the company's communication objective, in order to make the message coherent
and produce synergy effects" p.438.

A communication strategy can therefore be defined as a set of planned decisions and actions
aimed at conveying a specific message to a target audience in order to achieve specific
objectives. This strategy generally involves identifying communication objectives, analysing
the target audience, choosing appropriate communication channels, creating a clear and
coherent message, implementing a communication plan and evaluating the results obtained. In
short, a communications strategy involves determining how to communicate effectively with
a given audience in order to achieve the desired results.

17
 2. Digital communication

According to David Fayon, digital communication is "all communication actions using digital
media to create, disseminate and promote messages aimed at a target audience". (Marketing et
communication digitale: 70 fiches pratiques, 2016). This conception of digital communication
is similar to that of Tania Van Hemmelryck, who defines it as "all the practices, strategies and
tools aimed at disseminating messages on digital media with a view to achieving
communication objectives". (Marketing digital: Les fondamentaux du marketing digital,
2019)

Digital communication enables companies, organisations and individuals to reach a wider

audience more quickly and more interactively than traditional methods of communication. It
also offers opportunities for personalisation, targeting and performance measurement,
enabling communicators to better understand their audience and adapt their messages
accordingly.

The objectives of digital communication can vary, including promoting products or services,
creating and strengthening brand awareness, engaging customers, generating leads, managing
online reputation, providing customer support, and many more. In short, digital
communication has become an essential part of any modern communications strategy,
offering unique opportunities to reach and engage audiences in an increasingly connected
world.

3. Digital communication strategy

In the book "Stratégies publicitaires" by Marcenac et al (2002), it is argued that

"communication planning involves establishing specific objectives and the appropriate means
at each level to achieve them". With the advent of the Internet, an exclusively online and
digital approach was required, leading to the creation of a digital communications strategy.
Such a strategy focuses on online platforms, in contrast to traditional print-based
communication.

A digital communications strategy is a methodical approach aimed at designing

communications initiatives tailored to the Internet and selecting the appropriate tools to
implement them. It is also essential that this strategy is aligned with the company's overall
strategy.

18
 4. Hotel marketing

Hotel marketing helps advertisers in the travel, restaurant and consumer services sectors to
make their products and services known to customers and to increase their consideration.

4.1. Definition
In his book hotel marketing; the latest trends in the hotel industry, Barten (2024), believes that
hotel marketing is an umbrella term that refers to the various strategies and techniques hotels
use to promote their business and make a positive impression on guests. Essentially, it is
about making a hotel as attractive as possible to attract as many guests as possible.

In the digital age, hotel marketing is done online and in person, and hotel brands need to
maximise their presence via website traffic, social media, email and various other channels.

Within the hotel and hospitality industry, competition is one of the biggest challenges facing
individual hotels. Hotel marketing is essential, as it enables hotels to promote their
establishment, highlight their unique features, ensure they stand out from their competitors and
demonstrate the benefits of staying there.

Ultimately, keeping up to date with the latest hotel marketing trends and engaging customers
through marketing can help hotel owners maximise the number of bookings they generate and
the revenue they generate.

4.2. Types of hotel marketing

To succeed in the market and reach customers by building loyalty, you need to adopt a
strategic and effective mix. This concept generally encompasses both online and offline
marketing.

4.2.1. Online hotel marketing

Online marketing uses digital channels to deliver messages about the hotel brand, products
and services to potential customers. Many hotel b2b marketing strategies have now gone
digital, so it's essential that you choose the right platforms for your property.

19
 4.2.2. Offline hotel marketing
This type of marketing is mainly carried out via offline media channels such as billboards,
television advertisements or radio spots, and achieves a powerful reach with consumers.

20
Section 2: Literature review
The aim of this section is to produce a literature review to provide a good understanding of
our study. We will focus on the following themes:
- The importance of digital communication for the hotel sector ;
- The different digital communication strategies ;
- The stakes and challenges of digital communication in the hotel industry.

1. The importance of digital communication for the hotel sector

In a world where accommodation offers are proliferating and travellers' expectations are
changing, digital communication has emerged as a strategic lever for hotel groups. Through a
myriad of channels, this communication is reinventing the relationship between hotels and
their customers, offering both challenges and opportunities. This literature review explores the
growing importance of digital communication in the hotel sector, highlighting its
implications, benefits and changes.

According to Le Piétri Urban Hôtel (2023), digital communication, as an essential component

of marketing, encompasses a diversity of channels for the effective transmission of
information. This constant evolution of media and strategies offers hoteliers a range of
possibilities for reaching their target audience. Social networks, websites, blogs, newsletters,
emails and text messages are all ways of increasing the visibility and reputation of
establishments. Digital transformation is forcing hotel groups to reconsider their practices and
adapt to a new environment. The Internet has become the main booking channel, requiring an
optimised online presence to ensure good positioning in search engines. A relevant digital
communications strategy is therefore crucial to ensure optimum visibility and customer
loyalty. Digital communication offers a plethora of benefits for both hotels and their
customers. It makes it possible to maintain a direct link with travellers, facilitating the
exchange of information and boosting engagement.

In conclusion, digital communication is an essential pillar of hotel groups' strategy in an ever-

changing tourism landscape. By embracing new technologies and adopting a proactive
approach, hotels can not only stand out from the competition, but also respond effectively to
travellers' expectations.

21
 2. The different digital communication strategies

In a dissertation produced in 2012 by Hélène Blondel entitled: "The involvement of digital

communication in a communication strategy", digital communication strategies are diverse.
They include a presence on social networks, online advertising, e-mail marketing, engaging
visual content, search engine optimisation and contact with the specialist online press.

Social media offers a powerful way to build an online community, interact with existing and
potential guests, and promote the hotel brand. Platforms such as Facebook, Instagram, Twitter
and LinkedIn can be used to share engaging content, special offers, news and testimonials.

Online advertising campaigns, such as Google Ads and ads on social networks, can be used to
specifically target potential customers based on their geographical location, interests and
online behaviour. Email marketing remains an effective tool for communicating with
customers. Hotels can send out regular newsletters with information on special offers,
upcoming events, hotel updates and local attractions. Personalising emails according to
customer preferences and behaviour can also improve the effectiveness of this strategy.

Captivating images and videos are also essential for attracting the attention of potential guests.
High-quality photos of the hotel's rooms, facilities and surroundings can help to generate
interest and inspire trust. It also has the fact that an effective SEO strategy can help hotels
improve their rankings in search engine results, increasing their online visibility and attracting
more qualified traffic to their website. This involves optimising tags, relevant keywords,
quality content and backlinks. Contacting the specialist online press and influencers with
press relations 2.0 is also a digital communication strategy.

3. The stakes and challenges of digital communication in the hotel industry

Mathilde Soudé in 2017, a student at the University of Jean Jaurès Toulouse, is the author of a
Master's thesis in Tourism on the subject of: "Digital communication: a new challenge for
luxury hotels".

22
The aim of this study was to understand how world-renowned luxury establishments can use
digital communication and therefore social media while maintaining the prestigious image
that characterises them. To achieve this goal, he set up a field of application in which he chose
to study luxury hotels.

He highlighted that information overload, online reputation management and above all data
protection are the issues and challenges of digital communication in the hotel industry.
Indeed, with the profusion of information online, it can be difficult for hotels to stand out
from the crowd and reach their target audience effectively. Competition is fierce, and it is
crucial for hotels to develop differentiated digital communication strategies to get noticed. At
the same time, customer reviews and comments on review platforms and social media can
have a significant impact on a hotel's reputation. Online reputation management requires
constant monitoring and rapid, appropriate responses to negative comments. In addition,
hotels must ensure the security of their guests' personal data in accordance with regulations
such as the General Data Protection Regulation (GDPR). The collection, storage and use of
guest data must be transparent and secure.

In the same vein, Caron (2022) points out that adapting to changing technologies and
platforms is a challenge for digital communication in general. In practice, digital technologies
and platforms evolve rapidly, forcing hotels to remain constantly up to date in order to stay
competitive. It can be difficult to keep pace with new trends and adapt communication
strategies accordingly. He also points out that digital communication campaigns can require
significant investment in terms of time, money and resources. It is essential for hotels to
measure the return on investment (ROI) of their digital communication efforts and adjust their
strategy accordingly to maximise profitability. Finally, with the diversification of
communication channels and digital platforms, hotel audiences are becoming increasingly
fragmented. It is difficult to target different market segments effectively and maintain
consistency in communication across all channels.

23
At the conclusion of this second chapter of our study, several significant findings can be
highlighted. Firstly, an in-depth understanding of the key concepts related to digital
communication in the hotel sector has been acquired. This literature review has highlighted
the growing importance of digital communication in the current context, as well as the
multiple benefits it can offer hotel companies, particularly in terms of visibility, customer
engagement and competitive differentiation.

Conclusion of the first part

At the beginning of this first part, we first set out the history, structure and modus operandi of
our host company. Next, we described the positioning of Salam Management Services in the
African hotel sector. Finally, through the conceptual framework of our subject, we defined the
key concepts that will be essential for conducting an in-depth analysis and we drew up a
literature review. Following this contextualisation, we now turn to the empirical study.

24
 PART II: FRAMEWORK
EMPIRICAL ASPECTS OF
THE STUDY
This second part will be divided into two chapters. The first will deal with the methodology of
the study, while the second will focus on the analysis of the results of the study and a proposal
for a digital communication strategy.

25
CHAPTER 3: STUDY METHODOLOGY

The success of a research project depends to a large extent on the methodology used. In this
third chapter, we will detail the methodology we have adopted. We begin by describing our
approach and the data essential to our study. We will then present the tools we used to collect
and analyse the data.

26
Section 1: Presentation of data collection tools
In this section, we will highlight the chosen methodological approach, including both the
method used and the tools employed.

1. Data collection tools

In order to effectively achieve the objectives of our study, we chose to follow an approach
structured around three (03) key points: participatory direct observation, documentary study
and qualitative study.

1.1. Participatory direct observation

The participatory direct observation method involves the researcher being directly involved in
the activities observed, while actively participating in them. The aim of this study was to gain
an in-depth understanding of customer interactions with Salam Management Services' digital
communication tools and to gather relevant data to improve the company's digital
communication strategy. As part of this method, we observed customers' day-to-day
interactions with Salam Management Services' online platforms, including their website and
social media accounts. We also attended meetings with the company's marketing team to
understand the processes involved in planning and executing the digital communications
strategy. Participatory direct observation enabled us to contribute to the resolution of the first
research sub-question, which concerns the company's current situation in general and
customers' preferred digital communication channels in particular. By directly observing
customers' interactions with Salam Management Services' various digital communication
channels, we were able to gather precise data on their digital communication preferences and
behaviours. This contribution provided valuable insights to guide the company's digital
communications strategy and improve its engagement with customers.

1.2. Documentary study

This approach gives us access to crucial information that can guide our next steps. It involves
consulting various resources such as books, online documents, internal documents and similar
studies on our subject. We opted for this method because it provides us with a body of
information essential to solving our problem, including precise indications of data crucial to
our study.

27
The literature review played a crucial role in our work by providing an in-depth knowledge
base on the key concepts of digital communication in the hotel sector. It enabled us to explore
current trends, best practices and challenges faced by companies in the sector. In particular,
the study helped us to better understand the growing importance of digital communication for
hotel businesses, as well as the effective strategies used to increase online visibility,
strengthen customer engagement and stand out from the competition. Thanks to the literature
review, we were able to delve deeper into the various dimensions of digital communication,
such as social network management, SEO, content creation and online performance analysis.
This in-depth understanding enabled us to approach our problem from a more informed and
strategic angle.

In short, the literature review enriched our work by providing a solid theoretical context and
enabling me to identify the most relevant approaches to my problem. It served as an essential
foundation for my analysis and the formulation of recommendations for improving Salam
Management Services' digital communication strategy in the African hotel sector.

1.3. Qualitative study

Qualitative research is a research method that aims to explore in depth the perceptions,
opinions and experiences of individuals in their natural context. Unlike quantitative methods,
which focus on measuring variables numerically, qualitative research focuses on
understanding underlying meanings and motivations through non-numerical data such as
verbal descriptions, narratives and observations.

The non-directive interview is a qualitative research technique based on an open and flexible
approach to gathering information from participants. Unlike a structured interview that
follows a set of pre-established questions, the non-directive interview allows the researcher to
guide the conversation in a flexible way, allowing participants to freely express their opinions,
experiences and perceptions. The researcher generally asks open-ended questions that
encourage participants to speak spontaneously and to expand on their answers. This approach
yields rich, nuanced data, offering a deep insight into participants' perspectives on the subject
under study.

28
As part of this research, a qualitative study was carried out using the non-directive or
unstructured interview technique with Salam Management Services' marketing and
communications managers, as well as with the company's customers and hotel industry
experts. The main objective was to understand customers' needs, expectations and perceptions
in terms of digital communication, as well as to identify the strengths, weaknesses,
opportunities and threats associated with Salam Management Services' digital communication
strategy.

2. Sampling and conduct of interviews

We will proceed by sampling and conducting interviews.

2.1. Sampling
From a statistical point of view, sampling is the set of operations for determining a sample in
a sample survey. Diversified sampling was used to interview different groups of participants,
including employees and customers of Salam Management Services and hotel industry
experts.

The interviews were organised according to the participants' availability and took place in
convenient locations for them, such as Salam Management Services' premises for the
company employees, and via video calls for the hotel industry experts. The questions asked
during the interviews focused on digital communication preferences and expectations, past
experiences, sticking points and suggestions for improvement. The interviews lasted between
30 and 60 minutes on average, allowing for in-depth discussions and rich insights from the
participants.

2.2. Sampling method

Stratified sampling was used to ensure that all relevant customer and employee categories
were represented. Snowball sampling was then used, in particular to reach industry experts, by
asking initial interviewees to recommend other potential participants.

2.3. Types and size of sample

The sample represents a group of individuals taken at random from our target population in
order to guarantee its representativeness. Two approaches are used to determine the sample
size: the probabilistic method and the empirical method.

29
 - The probabilistic method, also known as the random method, assumes that each
individual in the population has a definite probability of being selected for the sample.
- The non-random, or empirical, method consists of forming a sample based on a
limited set of criteria, so that it best reflects the composition of the actual population.

In our case, we opted for the non-random method by reasoned choice with a total of 40 people
including employees, customers and experts. This decision was justified by the time and
resource constraints inherent in our study.

By using this approach, we will ensure that we obtain a diverse and representative sample that
will allow us to effectively explore the different perspectives related to our research topic.
This will enable us to gather rich and varied data to meet our research objectives in a thorough
and nuanced way. The table below shows the breakdown of the sample.

Table 2: Sampling distribution table

Categories Number of people Percentage of

sampling
Employees 20 50%
Customers 10 25%

Experts 10 25%

Total 40 100%

Source: Compiled by us.

2.4. Conduct of interviews

Before starting the interviews, careful preparation is essential to ensure that the exchanges
take place efficiently and productively. Subsequently, a set of open-ended questions was
developed to guide the conversation while allowing participants to provide detailed and
spontaneous responses. With the format of the interviews defined, whether in person, by
telephone or via a videoconferencing platform, recordings were made with the consent of the
participants to facilitate subsequent analysis.

30
The questions are designed to cover different aspects of Salam Management Services' digital
communication and customer expectations. The interview guide used to conduct the
interviews is as follows:

- On the current situation: "Can you describe how Salam Management Services
currently manages its digital communications? Which tools are used most and why?"
- Customer needs and expectations: "What do you expect in terms of digital
communication when you use hotel services? Are there any aspects of Salam
Management Services' digital communication that you think could be improved?"
- On industry best practices: "What do you think are the best digital communication
practices in the hotel industry today? How do you think these practices could be
adapted to improve the experience at Salam Management Services?

The interviews were conducted following a structured process to ensure a fluid and in-depth
discussion. Each interview began with a clear introduction to the purpose of the conversation
and how the data would be used. Questions were asked according to the established interview
guide, while leaving room for probing answers or exploring related topics that might emerge.
The participant was invited to conclude by sharing points or ideas that had not been
addressed. Finally, we thanked the participant for his or her participation and explained the
next steps in the research process.

31
Section 2: Presentation of data analysis tools
In our methodological approach, we use a set of essential tools to guide our thinking and our
analysis. In addition, the nature of the data collected and the difficulties encountered will be
discussed.

1. Analysis tools

We used a variety of tools to carry out our study. Here we look at some of the tools that were
essential for us, including the SWOT matrix, PESTEL analysis, LinkedIn Campaign manager,
GTmetrix and competitive benchmarking.

1.1. SWOT matrix

Developed by Albert Humphrey, SWOT (Strengths - Weaknesses - Opportunities - Threats) is
a valuable tool used during the strategic diagnosis stage. It has the advantage of summarising
the strengths and weaknesses of a company or product in relation to the opportunities and
threats arising from its environment.

The SWOT matrix has been extremely beneficial in our work to assess Salam Management
Services' position in the hotel management sector in Africa. By identifying the company's
internal strengths and weaknesses, as well as external market opportunities and threats, we
were able to gain an overall perspective of its competitive position and the potential
challenges it faces. The SWOT matrix plays an essential role in our work, allowing us to
structure and synthesise the information gathered during our study. By looking at Salam
Management Services' particular strengths and weaknesses, we were able to identify the areas
in which the company stands out and those that require further improvement.

The use of the SWOT matrix enabled us to meet one of the sub-objectives of our work,
namely to assess the current situation of Salam Management Services in the context of the
African hotel market. By providing a structured analysis of the internal and external factors
impacting the company, the SWOT matrix has contributed to an in-depth understanding of its
competitive position and the identification of strategic development opportunities. The figure
below illustrates the SWOT matrix.

32
Figure 2: SWOT matrix

Source: https://images.app.goo.gl/T42EjJnQvc741ByQ7 (consulted on 22/04/2024 at 11:33 am)

1.2. PESTEL analysis
PESTEL analysis offers a global perspective of the environment in which a company
operates, enabling it to monitor the risks and opportunities encountered in the market. Its
distinctive feature is that it takes account of six major areas, forming its acronym: Political,
Economic, Socio-cultural, Technological, Ecological and Legal. Understanding and
anticipating the macro-economic environment is crucial to ensuring the sustainability of your
business. The use of PESTEL analysis is therefore highly recommended.

In our work, PESTEL analysis has been invaluable in assessing the macro-economic and
regulatory context in which Salam Management Services operates in the African hotel
management sector. By examining the political, economic, social, technological,
environmental and legal factors impacting the company, we have been able to identify the key
trends and challenges it faces. The contribution of PESTEL analysis to our work lies in its
ability to provide an in-depth understanding of

33
Salam Management Services' external environment. By examining political factors such as
tax and regulatory policies, economic factors such as GDP growth and consumer purchasing
power, social factors such as demographic trends and consumer preferences, technological
factors such as digital innovation, and environmental factors such as environmental standards,
we were able to gain a comprehensive overview of the opportunities and threats affecting the
business.

The use of PESTEL analysis enabled us to meet one of the sub-objectives of our work,
namely to assess Salam Management Services' external environment and identify the key
factors that could influence its strategy and performance. By providing a detailed analysis of
political, economic, social, technological, environmental and legal factors, the PESTEL
analysis contributed to a holistic understanding of the environment in which the company
operates and to the identification of strategic growth opportunities. The figure below shows
the PESTEL tool.

Figure 3: PESTEL tool

Source: https://images.app.goo.gl/xWGutsFHnFDTv69ZA (consulted on 22/04/2024 at 11:50 am)

1.2.1. The political environment

The political environment exerts its influence at two levels: at national level, through
decisions taken by the government in power, such as tax policy and subsidies, and at
international level, through decisions taken by the consensus of several nations, such as
monetary policy and the Common Agricultural Policy (CAP).

34
 1.2.2. The economic environment
The economic environment encompasses all the variables and factors that impact the
purchasing power and consumer spending of your customers and suppliers.

1.2.3. The social environment

The social environment requires particular attention to the various characteristics of the
population, such as size, age distribution, family structure, religious composition, as well as
trends and fashions likely to influence the sale of your services or products.

1.2.4. The technological environment

The technological environment encompasses the forces that generate new technologies and
new products, or that directly or indirectly influence a company's ability to innovate.

1.2.5. The ecological environment

The ecological environment refers to all the natural resources that have an impact on your
company's activity. There are two groups: activities that have a direct impact on economic
activity, such as the scarcity of raw materials and the cost of energy, and those that are
affected by economic activity, such as pollution and the increasing intervention of the State in
the protection of the natural heritage.

1.2.6. The legislative environment

The legislative environment exerts an influence and constraints on the activities of companies
and individuals within society. Two essential components for companies are industrial
property and labour law.

1.3. LinkedIn Campaign manager

LinkedIn Campaign Manager is an advertising tool provided by LinkedIn, the professional
social network. It enables users to create, manage and optimise advertising campaigns on the
LinkedIn platform. With Campaign Manager, companies can target their audience according
to specific criteria such as sector of activity, job title, seniority, geographical location, etc. The
tool also provides detailed analytical data on campaign performance, including the number of
views, clicks and engagements, and the actions of competitors on the platform.

35
In our work, LinkedIn Campaign Manager has been extremely useful in evaluating the
performance of Salam Management Services' advertising campaigns on LinkedIn. By
examining the data provided by this tool, we were able to analyse the results of each
advertising campaign, including the number of impressions, click-through rate, cost per click,
and other key metrics. LinkedIn Campaign Manager's contribution to our work lies in its
ability to provide valuable data on the effectiveness of Salam Management Services'
advertising campaigns on LinkedIn. By examining this data, we were able to assess the
overall performance of the advertising campaigns, identify the best-performing ads and
potential areas for improvement.

This tool gave us a detailed insight into the impact of these campaigns on user engagement
and brand awareness. It also helped us to formulate strategic recommendations for improving
the company's future advertising campaigns on this platform.

1.4. GTmetrix
GTmetrix is an online tool for analysing the loading speed and performance of a website. It
provides detailed reports on site performance, identifying areas for improvement to optimise
speed and efficiency. GTmetrix evaluates several aspects, such as page load time, resource
size and HTTP requests, and offers recommendations for optimising these elements. Thanks
to this tool, we have been able to audit the performance of our website and those of our
competitors, providing quantitative data and an exhaustive report on their performance and
technical quality.

In our work, GTmetrix has been extremely useful in evaluating the performance of Salam
Management Services' website as well as those of its competitors. By examining the data
provided by GTmetrix, we were able to analyse page loading speed, identify optimisation
problems and propose solutions to improve the user experience. GTmetrix's contribution to
our work lies in its ability to provide objective data on the technical performance of the
websites studied. By assessing loading speed and other key metrics, we were able to identify
areas for improvement and make specific recommendations for optimising site performance.

36
GTmetrix helped us to achieve one of the sub-objectives of our work, namely to evaluate the
technical performance of Salam Management Services' website as well as those of its
competitors. By providing objective data on the loading speed and optimisation of websites,
this tool enabled us to obtain a detailed overview of the technical quality of the sites and to
identify opportunities for improvement in order to strengthen the company's online presence.

1.5. Competitive benchmarking

Competitive benchmarking is a method of comparative analysis which aims to evaluate a
company's performance in relation to its direct competitors. This approach makes it possible
to identify industry best practice and to pinpoint the company's strengths and weaknesses in
relation to its competitors.

To carry out competitive benchmarking, several steps are necessary. First of all, the
company's direct competitors need to be identified, i.e. players operating in the same sector of
activity or offering similar products or services. Next, it is essential to define the relevant
criteria for comparison, such as product quality, price, brand awareness, communication
strategy, customer satisfaction, etc. Once the competitors have been identified and the
comparison criteria established, it's time to collect the necessary data. This may involve
consulting annual reports, market studies and financial performance analyses, as well as
observing competitors' marketing and advertising activities across the various communication
channels. Once the data has been collected, it needs to be analysed in depth to understand
market trends, the strengths and weaknesses of competitors, and the opportunities and threats
for the company in question. This comparative analysis will then be used to formulate
strategic recommendations aimed at improving the company's competitiveness in its market.
The table below summarises the method and analytical tools used in our study.

37
Table 3: Summary table of the study's analysis method and tools

PHASES ACTIONS TO BE TAKEN TOOLS

- Analysis the strategy and - Documentary approach
the levers used - Observation method
INTERNAL ANALYSIS - GTmetrix
- LinkedIn Campaign
Manager

- Identify customer needs - Interviews

EXTERNAL ANALYSIS and expectations - Competitive benchmarking
- Studying the competition

- Analysis of strengths,
weaknesses, opportunities - SWOT matrix
DIAGNOSTIC and threats - PESTEL analysis
- Analysing the
macroeconomic environment

- Formulate - Research
strategic corrective action
PROPOSED STRATEGY recommendations
- Developing an action plan

Source: Compiled by us.

2. Nature of the data collected and difficulties encountered

In our study, we will present the nature of the data collected and the difficulties encountered
in carrying out this study.

2.1. Type of data

In the course of our study, we used various types of essential data, including both qualitative
and quantitative data.

38
Qualitative data is data that cannot be measured numerically. Anything that cannot be
quantified is considered qualitative data by default.

Our objective is to specify the nature of the data required for the different tools used in our
methodology. The table below summarises the tools and types of data required.

Table 4: Tools and type of data

Tools Type of data

Documentary approach Qualitative and quantitative data

Observation method Qualitative data

Interviews Qualitative data

LinkedIn Campaign manager Quantitative data

SWOT analysis Qualitative data

PESTEL analysis Qualitative and quantitative data

Source: Compiled by us.

2.2. Study area

The study area is defined as the territory in which the research takes place. It can be either
internal, i.e. included within the boundaries of the company, or external. For the purposes of
our study, we have restricted our study area to West Africa, in particular Côte d'Ivoire.

2.3. Difficulties of the study

The constraints of our study are defined by the company's confidentiality policy. As a result,
we were unable to access certain documents and contacts required for an in-depth analysis. In
addition, we encountered difficulties due to the unavailability of some respondents for the
interview. Finally, time constraints also affected our resources and the information available
for our study.

At the close of this third chapter, it is clear that the in-depth analysis of the data collected has
provided crucial information for our study. We have examined the results from different
perspectives, highlighting the strengths and weaknesses of Salam Management Services'
digital communications strategy.

39
These results were essential in formulating strategic proposals to improve the effectiveness
and impact of their digital communication. In addition, the recommendations arising from this
analysis will help to strengthen Salam Management Services' competitive position in the
African hotel market.

40
CHAPTER 4: PRESENTATION OF RESULTS AND
PROPOSED SOLUTIONS
In this concluding chapter of our study, our aim is to present the results obtained through our
analyses and to formulate solutions for improving SMS's digital communication strategy. The
first part of this chapter will focus on presenting the results of our various analyses. The
second part will be devoted to proposing solutions aimed at resolving the problem identified
within the company.

41
Section 1: Presentation of results
In this first part, we will undertake in-depth analyses at several levels, in particular the SWOT
analysis, the PESTEL analysis, then the analysis of the current digital communication strategy
and competitive benchmarking, and finally customer needs and expectations.

1. SWOT analysis

We carried out an assessment using the SWOT matrix. This analysis enabled us to examine
both the company's strengths and weaknesses, as well as the opportunities and threats it faces.

1.1. Strengths
Salam Management Services has unique expertise in hotel management in Africa, giving it a
competitive edge in the market. Its in-depth knowledge of local conditions enables it to offer
solutions tailored to customers' needs. In addition, SMS' solid reputation in the sector
reinforces its credibility with partners and potential clients.

1.2. Weaknesses
SMS also has weaknesses that need to be addressed. The company suffers from a lack of online
visibility and a sub-optimal digital presence, which limits its ability to attract new customers
and retain existing ones. In addition, shortcomings in staff training or in the adoption of new
technologies can hamper the effectiveness of its digital initiatives.

1.3. Opportunities
Despite these challenges, SMS has many opportunities to seize in the field of digital
communication. The continued growth of e-commerce and online booking platforms offers
SMS the opportunity to reach a wider audience and drive direct bookings. In addition, the
shift in customer preferences towards a more personalised experience creates fertile ground
for innovation and differentiation in the marketplace.

1.4. Threats
A number of external threats can have an impact on its activities and its digital
communication strategy. Competition is fierce in the hotel sector, with the emergence of new
players and the consolidation of major chains. Competition can have an impact on

42
on prices and forcing SMS to constantly innovate in order to stand out from the crowd.
Customers have rapidly changing preferences and behaviours, particularly when it comes to
online booking and user experience. If these trends are not regularly updated, SMS' digital
communication strategies could become obsolete. In addition, changes in the economy, such
as financial crises or recessions, can have an impact on tourism demand and therefore on hotel
business. A drop in demand could result in a decline. In the table below, we present the SMS
SWOT matrix.

Table 5: Salam Management Services SWOT matrix

Strengths Weaknesses
- Unique expertise in hotel - Limited online visibility;
management in Africa; - Underdeveloped digital
- Solid position in the African hotel communication ;
sector; - Lack of diversification ;
- Experienced and competent - Limited audience.
management team;
- Good reputation in the market.

Opportunities Threats

- Tourism growth in Africa ; - Increased competition in the hotel

- Expansion of online booking sector ;
platforms ; - Political instability in certain
- Possibility of diversifying countries;
services ; - Economic volatility in certain
- Increased demand for unique hotel countries ;
experiences; - Unforeseen regulatory
- Changing consumer changes ;
preferences towards digital ; - Risks associated with health crises
- The arrival of new hotels. worldwide.
Source: Compiled by us

43
After analysing the SWOT matrix, it is clear that Salam Management Services should
capitalise on its internal strengths, such as its unique expertise in hotel management in Africa
and its skilled human resources.

These strengths can serve as a solid foundation for strengthening its competitive position and
increasing its market share. However, it is crucial for SMS to work on its internal weaknesses,
in particular by filling the gaps in its digital communications strategy and diversifying its
portfolio of services. By addressing these aspects, the company can strengthen its resilience
and competitiveness in the market. In addition, SMS should seize external opportunities such
as the growth of tourism in Africa and the evolution of customer preferences in favour of the
digital experience. By developing offerings in line with these trends, the company can extend
its reach and increase its market share. It is also essential for SMS to take steps to mitigate
external threats such as increased competition and economic and political fluctuations in the
region. By anticipating and proactively responding to these challenges, the company can
reduce potential risks and protect its market position.

2. PESTEL analysis

The company's PESTEL analysis revealed the external influences likely to impact the
company both positively and negatively, also highlighting the impact of its operating
environment. The table below shows the PESTEL analysis of SMS.

44
Table 6: PESTEL analysis

Policy Economical
- Political stability in the countries where - Economic growth in the countries
SMS operates provides a favourable targeted by SMS can increase the
environment for its activities; number of tourists and therefore the
- Government policies that support the company's revenue;
development of tourism and the hotel - Fluctuations in exchange rates can
industry can stimulate business growth; affect a company's costs and profits,
- Regulations concerning safety and particularly in a sector as international
hygiene standards in the hotel sector can as tourism;
influence SMS operations; - Global economic conditions, such as
- Tax and legislative policies can have an recessions or financial crises, can
impact on a company's costs and influence consumer spending on travel
profits. and leisure;
- The cost of labour and raw materials
can have an impact on SMS operating
costs.

Socio-cultural Technological
- Changes in customer preferences and - Technological advances in hotel
behaviour in the hotel sector may require management, such as online reservation
adjustments to the services offered by systems and mobile applications, can
SMS ; improve the operational efficiency of
- Emerging trends in travel and leisure SMS ;
can create new opportunities or - The impact of digital platforms on a
challenges for business; hotel's visibility and reputation can
- The increased importance of customer influence its marketing and
experience and personalised services communications strategy;
can - Investment in digital infrastructure can
require investment in the be
necessary to remain competitive in the

45
 staff training and customer relationship market and meet customer expectations
management technologies. in terms of connectivity and online
services;
-The risks associated with cyber
security and the protection of customer
data may require enhanced security
measures to protect the company's
sensitive information and
of its customers.
Ecological Legal

- Growing awareness of the - Compliance with local employment,

environmental impact of the hotel safety and health laws and regulations
industry can encourage SMS to adopt is essential to avoid litigation and fines;
sustainable practices and invest in - Tax and customs regulations can have
green initiatives; an impact on a company's operating
- Environmental regulations may impose costs and cash flow;
additional constraints in terms of waste - Regulations specific to the hotel sector,
management, energy consumption and such as classification and accreditation
the conservation of natural resources, standards, can influence the reputation
which may require adjustments to the and credibility of SMS in the market;
company's operations; - Obstacles related to obtaining licences
- Sustainable development and eco- and permits to operate hotel
tourism opportunities can be explored establishments can delay or hinder the
by SMS to diversify its offerings and expansion of
attract environmentally conscious the company into new markets.
customers.

Source: Compiled by us

Through t h e PESTEL analysis, we have identified several external factors that may impact
Salam Management Services (SMS) and its operating environment.

46
On the political and legal front, political stability in the regions where SMS operates provides
a favourable framework, while safety and licensing regulations must be respected.
Economically, regional economic growth can influence the company's revenues, but exchange
rate fluctuations also represent a risk. Socio-culturally, changes in customer preferences and
the growing importance of tourism can shape the services offered by SMS.

3. Analysis of current digital communications strategy

We will analyse Salam Management Services' general strategy and then its digital levers.

3.1. Analysis of general strategy

The analysis of the general strategy of Salam Management Services (SMS) includes the
communication objective, the market segments, the target and the positioning of the company.

3.1.1. Purpose of the communication

A well-defined communication objective is crucial for guiding communication efforts and
evaluating their effectiveness. Currently, SMS does not have a clearly formulated
communication objective. To be effective, this objective must be specific, measurable,
achievable, relevant and time-bound (SMART). The absence of such an objective limits SMS'
ability to strategically direct its communication actions and measure the results achieved.

3.1.2. Market segments

SMS has not defined its market segments in a clear and detailed manner. Precise segmentation
by needs, behaviour or demographic characteristics would enable SMS to better target its
communications and respond to the specific needs of each segment. This lack of precise
segmentation limits the effectiveness of the company's communication actions.

3.1.3. Target
The SMS target is not clearly defined. General characteristics include :

- Hotel owners: Need professional management solutions ;

- Investors in the hotel industry: Looking for reliable partners ;
- Hospitality professionals: Looking for career opportunities or collaborations ;
- Travellers and hotel guests: They want exceptional experiences.

47
Although these characteristics offer a general view of the groups SMS wishes to reach, they
lack precision and detail. A more precise and segmented definition of the target is needed to
improve the effectiveness of communication actions.

3.1.4. Positioning
SMS positioning is not clearly defined. Positioning aims to impact the consumer's perception
of the company's image, serving above all to differentiate itself from other players. SMS
needs to define a clear and distinctive positioning that highlights its competitive advantages
and unique value proposition in the hotel management market in Africa. This lack of clear
positioning limits the impact and relevance of the company's communication.

3.2. Analysis of digital levers

We are going to analyse Salam Management Services' digital levers.

3.2.1. LinkedIn page

The LinkedIn page has accumulated 1,720 subscribers as of 25/04/2024. According to
LinkedIn Campaign Manager, around 9.4% of these subscribers are active in the hotel
industry, which corresponds to the company's target audience.

According to LinkedIn Campaign Manager data for the period 01/03/2024 to 25/04/2024, the
results of publications on Salam Management Services' LinkedIn page are down. These
results indicate a certain ineffectiveness of the publications in engaging the audience of the
SMS LinkedIn page. The click-through rate is 2.93%, which is relatively low, suggesting that
the content did not arouse the interest of subscribers or encourage them to interact with the
publications. What's more, the engagement rate of 4.53% indicates a poor response from the
audience.

These results suggest that the content strategy on the SMS LinkedIn page is ineffective in
attracting the attention of the target audience and encouraging interaction with the brand.

3.2.2. Website
The GTmetrix report provides a detailed view of the performance of the Salam Management
Services (SMS) site, highlighting several crucial points. The page load speed is evaluated at
3.5 seconds, slightly exceeding the recommendation of 2.5 seconds for an optimal user
experience.

48
The main issues identified include initial server response time, management of static
resources, use of a CDN3 , blocking resources for rendering and image sizing. Site
performance achieved a GTmetrix score of 70%, with a total page size of 2.06 MB and 82
requests in total. In terms of user experience, the recommended time for the first visible
content and for a complete interaction are 0.9 seconds and 2.5 seconds or less respectively.
This data underlines the importance of optimising SMS site loading speed to deliver a
smoother user experience and meet Google's speed criteria for website ranking.

4. Competitive benchmarking
Competitive benchmarking, according to DEUMERE (2015), involves analysing and
appropriating the best-performing methods of competitor companies or companies recognised
as the best in a specific field. The main objective is to increase reach. A strategy based on
market benchmarks helps to improve the company's performance.

4.1. Digital levers

We took a close look at the ACCOR Group and MANGALIS Hotel Group as part of our
competitive analysis, as they are potential competitors of SMS. The objective of this analysis
was to discover the strategies already implemented or being implemented by these
competitors on their digital platforms, in order to effectively guide SMS' strategic approach,
we will compare its digital levers with those of its main competitors, namely the Accor Group
and Mangalis Hotel Group.

3A content delivery network (CDN) is a network of interconnected servers that speeds up the loading of web
pages for data-intensive applications. CDN can stand for content delivery network or content distribution
network.

49
The table below lists the digital levers used by SMS' competitors. Table 7: Summary of

competitors' digital levers

Competitors Digital levers

- Facebook: https://www.facebook.com/Accor?mibextid=LQQJ4d

- Instagram:
ACCOR https://www.instagram.com/accor?igsh=dHlpM3dib3l3ZXA4
Group
- LinkedIn: https://www.linkedin.com/company/accor/

- Twitter: https://x.com/accor?s=21

- YouTube: https://m.youtube.com/@accor

- Website: https://group.accor.com/fr-FR/group

- Facebook:
https://www.facebook.com/MangalisHotelGroup?mibextid=LQQJ
4d

- Instagram:
https://www.instagram.com/mangalis_hotel_group?igsh=MWpsc
G1idXhrdzgzMw==
MANGALIS
- LinkedIn: https://www.linkedin.com/company/mangalis/
HOTEL
- Twitter: https://x.com/mangalishg?s=21
GROUP
- YouTube: https://m.youtube.com/@mangalisgroup

- Website: https://www.mangalis.com/

Source: Compiled by us

4.2. Analysis of competitors' digital levers

As part of Salam Management Services' competitive benchmarking against its main
competitors, the Accor Group and Mangalis Hôtel Group, we are examining their presence on
various social media platforms as well as their website.

4.2.1. Accor Group

We are undertaking an in-depth analysis of the ACCOR Group, one of the most influential
players in the global hotel industry. This analysis aims to explore the digital strategies, online
communication initiatives and digital performance of the ACCOR Group.

50
 - Facebook, Instagram, LinkedIn, Twitter, YouTube: Active presence on all these
platforms, enabling the Accor Group to share various content, interact with its
audience and strengthen its brand awareness across a range of media.

- Website : The Accor Group has a comprehensive and sophisticated website, offering
an exceptional user experience. Its website is a valuable resource for potential
customers, offering detailed information about its brands, loyalty programmes and
special offers.

4.2.2. Mangalis Hotel Group

We begin an in-depth analysis of the Mangalis Hotel Group, an emerging player in the hotel
management sector in Africa. This analysis aims to explore the digital strategies, online
communication initiatives and digital performance of the Mangalis Hotel Group.

- Facebook, Instagram, LinkedIn, Twitter, YouTube: Mangalis Hôtel Group is also

present on all these platforms, using each to share news about its properties, events
and initiatives. This diverse presence enhances its visibility and engagement with its
audience.

- Website: Mangalis Hôtel Group offers an informative and user-friendly website,

highlighting its properties and services. A well-designed website is essential for
attracting visitors and converting them into customers.

4.3. Comparative analysis

A comparative analysis of the social media presence and websites of Salam Management
Services (SMS), Accor Group and Mangalis Hôtel Group reveals significant differences in
their digital communication strategies. SMS stands out for its presence on LinkedIn and its
website, which enables it to effectively target hotel industry professionals and present its
services online. However, its absence on other platforms such as Facebook, Instagram and
Twitter limits its reach and engagement with a wider audience.

The Accor Group and Mangalis Hôtel Group stand out for their active presence on all the
major social media platforms, as well as for their comprehensive and sophisticated websites.

51
This allows them to interact with their audience in a diversified way and to strengthen their
visibility and brand image online.

In summary, this analysis highlights the importance of SMS taking a more diversified
approach to its digital communications strategy, focusing on expanding its presence on
popular social media platforms such as Facebook, Instagram and Twitter, while continuing to
use LinkedIn as an effective business targeting tool. In addition, improving its website to offer
an optimal user experience could also help to strengthen its online presence and attract more
potential customers.

5. Customer needs and expectations

Understanding customer needs and expectations is crucial for any business, and Salam
Management Services (SMS) is no exception. As part of this study, we conducted in-depth
surveys, interviews and analysis to identify these specific needs and expectations.

Following interviews with Salam Management Services (SMS) customers, a number of

expectations and needs in terms of digital communication were identified. Customers express
a desire for clear and concise communication when interacting with hotel services online.
They expect easily accessible information about the different services offered by the
establishment, as well as rates, promotions and current events. In addition, the ability to book
online quickly and intuitively is also an important expectation for customers. In terms of areas
for improvement, some customers highlighted the need for greater visibility of special offers
and promotions on the SMS website. They also expressed a desire for proactive
communication from the company regarding changes or updates to their booking. Overall,
customers suggested improving the usability of the SMS website and mobile applications to
make navigation and booking easier. These results highlight the importance for SMS to
optimise its digital communication in order to offer a more satisfying user experience and
respond effectively to its customers' needs.

52
Section 2: Proposed solutions
In this final section, we focus on proposing specific solutions to improve Salam Management
Services' (SMS) digital communication strategy. Based on the results of our in-depth analysis,
these solutions aim to strengthen the company's visibility, increase its commitment to
attracting more customers, and ultimately improve its competitiveness in the African hotel
management market. This proposal includes the digital communication strategy, its action
plan, budgeting, as well as key performance indicators to assess the strategy's effectiveness.

1. Proposals for the current digital communications strategy

We will propose our communication strategy.

1.1. General strategy proposal

As part of our drive to strengthen Salam Management Services' online presence and increase
its impact on the West African hotel management market, we are proposing the
implementation of a comprehensive and effective digital communications strategy. This
strategy aims to position SMS as a key player in the hotel industry, increase its visibility and
strengthen its engagement with its target audiences.

1.1.1. Objectives
The objectives are broken down into the specific objectives listed below:
- Increase awareness of the SMS brand in the hotel management sector in West Africa;
- Attract potential new customers and retain existing ones by communicating the
benefits and added value of SMS hotel management services;
- Increase engagement and interaction with target audiences through digital
communication channels;
- Establish SMS as an authority and opinion leader in the field of hotel management
through the publication of quality and relevant content;
- Improve brand perception by highlighting its successes and partnerships.

53
 1.1.2. Segments
Market segmentation, which is essential for effectively targeting different customer segments
and tailoring marketing strategies to their specific needs and characteristics, is based on all the
companies and individuals involved in the hotel industry.

1.1.3. Target
The target encompasses all the people we aim to reach, whether directly or indirectly, through
our strategy. In our context, it includes individuals working in companies of various sizes
operating in different sectors of the hospitality industry. We have developed three typical
profiles to better understand our target audience, including their habits, objectives and the
challenges they face. The presentation of our target audiences in our work is extremely
relevant as it provides a better understanding of the different customer segments targeted by
Salam Management Services (SMS). The buyers personas below represent fictitious customer
archetypes based on real data.

54
The image below shows our buyer persona 1.

Image 6: Buyer persona 1

Source: Compiled by us

55
The image below shows our buyer persona 2.

Image 7: Buyer persona 2

Source: Compiled by us

56
The image below shows our buyer persona 3.

Image 8: Buyer persona 3

Source: Compiled by us

1.1.4. Positioning
The positioning of Salam Management Services (SMS) is as follows: "unique expertise in African
hotel management".

1.2. Proposal for digital levers

We will be putting forward proposals for digital SMS levers.

1.2.1. Website
We have proposed the following actions for the SMS website:

57
 - Optimisation of the Site and User Experience

Reduce page load times by optimising images, minimising HTTP requests, using browser
caching and choosing high-performance web hosting. This will ensure a smooth and fast
browsing experience for users, which is essential for reducing bounce rates and increasing
conversions.

Place highly visible and attractive calls to action on every page of the site to encourage
visitors to carry out a specific action, such as booking a room, subscribing to the newsletter,
contacting the establishment or following the company's social networks. These CTAs should
be clear, concise and convincing.

Provide quality and relevant content on the site, including detailed descriptions of rooms and
services, attractive photo galleries, customer testimonials, special offers and promotions.
Content should be both informative and engaging, encouraging visitors to book directly on the
site.

- Chatbot integration

A chatbot can provide instant assistance to website visitors, whether they are looking for
information on available rooms, rates, hotel facilities or any other relevant question. This
improves the user experience by providing an immediate response to their needs, even outside
office hours.

By automatically answering frequently asked questions, the chatbot can free up hotel staff to
focus on more complex and strategic tasks, improving operational efficiency.

Using artificial intelligence and machine learning, the chatbot can analyse visitors' preferences
and provide them with personalised recommendations based on their specific needs,
increasing the chances of conversion and loyalty.

The chatbot can collect information about visitors, such as their preferences, travel habits and
contact details, enabling SMS to better understand their target audience and tailor its offers
and marketing campaigns accordingly.

1.2.2. Social networks

SMS should make full use of social networks to increase its visibility, engage its audience and
promote its services.

58
We recommend creating and optimising profiles on the main social platforms such as
Facebook, Instagram, Twitter and YouTube. Varied and attractive content should be
published regularly to arouse the interest and commitment of the community.

- LinkedIn page

The company needs to develop a personalised content strategy that meets the specific needs
and interests of the SMS target audience. This could include the creation of informative
publications, customer testimonials, case studies or practical advice related to the hospitality
industry.

Integrate more visual media such as images, infographics or videos into SMS LinkedIn Page
posts. Visual media is more attractive and engaging for the audience, which could help to
stimulate interaction and increase engagement.

Optimise the frequency and timing of publications on the SMS LinkedIn page, taking into
account the online habits of the target audience. Regularly publish quality content at times
when the audience is most active on the platform to maximise visibility and engagement.

Use LinkedIn's promotional features to boost the visibility of publications to a wider, targeted
audience. Invest in paid advertising on LinkedIn to reach new prospects and increase the
organic reach of content.

Encourage active interaction and engagement with the audience by responding to comments,
asking questions, launching polls or organising themed discussions. Encourage dialogue and
exchange to strengthen the relationship with subscribers and arouse their interest in the brand.

1.2.3. Use of new levers

We also recommend the use of the following new levers to strengthen the SMS digital
communication strategy.

- Online directories

Register SMS in online directories relevant to the hotel industry. This will increase the
company's visibility and reach a wider audience of potential customers.

59
 - Promotion in magazines

Work with travel magazines and hospitality publications to promote SMS properties, sharing
sponsored articles, interviews with industry experts and special offers to attract readers'
attention.

- Online training platform for the hospitality industry

Develop an online training platform for hotel industry professionals, offering courses and
certifications on topics such as hotel management, customer service, operations management
and market trends. This initiative would position SMS as a leader in the field of training and
reinforce its reputation as an expert in hotel management.

- Intelligent property management solution

Implement an intelligent property management solution that integrates technologies such as

the Internet of Things (IoT), artificial intelligence (AI) and data analytics to optimise hotel
operations, reduce energy costs, improve security and deliver a personalised customer
experience. This solution would differentiate SMS as a pioneer of innovation in the hotel
management sector.

- Collaborative booking platform

Create a collaborative booking platform that allows SMS-managed hotels to share

availability, rates and special offers in real time, offering customers a wider variety of stay
options and a simplified booking experience. This approach would foster cooperation between
SMS properties and strengthen their market position by offering greater visibility and
accessibility to customers.

- Mobile hotel management application

To develop a mobile application dedicated to SMS-managed hotel owners, offering

functionalities such as performance monitoring, reservation management, communication
with staff, and real-time analysis of market trends and customer behaviour. This application
would provide owners with a powerful tool to monitor and optimise their business, while
strengthening the relationship with SMS as a trusted partner.

60
 2. Action plan and budget

We're going to t a k e action by drawing up a concrete plan and allocating the necessary
resources.

2.1. Action plan

In order to implement the proposed actions, we have drawn up an operational plan. The table
below shows the action plan for May to October.

Table 8: Action plan from May to October

Actions Managers Frequency (months)

May June July Augu Seven. Oct.

st
Revision and Web
optimisation of Developer
website content
Content creation Social media
for social networks manager

Implementation of a Digital
referencing marketing
manager
Regular publication Web copywriter
blog posts
Advertising campaigns Social media
on manager
social networks
Integration of a Developer
chatbot on the website web
Analysis of Digital
performance analyst
and adjustments
Production period

Source: Compiled by us

2.2. Budgeting
The table below summarises all the costs involved i n improving SMS's digital
communication strategy.

61
Table 9: Estimated budget

Designations Monthly costs Duration (months) Amount

Review and
optimising website 300 000 FCFA 2 FCFA 600,000
content
Content creation
for social networks FCFA 200,000 6 FCFA 1,200,000

Setting up a
referencing strategy FCFA 200,000 2 FCFA 400,000

Regular publication
of blog articles FCFA 150,000 6 FCFA 900,000

Campaigns
advertising on social FCFA 100,000 6 600,000 FCFA
networks
Integration of a
chatbot on the site FCFA 500,000 2 1,000,000 FCFA
web
Performance
analysis and FCFA 100,000 6 FCFA 600,000
adjustments
Marketing
campaigns FCFA 1,000,000 6 FCFA 6,000,000
of influence
Total FCFA 2 550 000 11 300 000 FCFA
Source: Compiled by us

3. Means of assessing the strategy

Below, we have established a set of key performance indicators (KPIs) to assess the
effectiveness of the actions undertaken and measure the success of communication objectives
through digital channels.

62
Table 10: Key performance indicators

Channels KPI (Key Performance Indicator) Description

Percentage of site visitors
who carry out a desired
Conversion rate action (booking, newsletter
subscription, etc.),
etc.).
Percentage of visitors who
Bounce rate leave the site after viewing a
Website single page.
Average time on site Average time that
visitors pass through the site.
Number of visitors who turn
Number of leads generated into leads
qualified.
Website ranking on search
SEO position engines for
relevant keywords.
Percentage of interactions
Commitment rate (likes, comments, shares)
in relation to the
total number of followers.
Increase in the number of
Social networks Subscriber growth followers on the various
social platforms.
Percentage of people who
click on shared links in
Click-through rate publications compared to the
total number of visitors
views.
Source: Compiled by us

63
 Conclusion of the second part
This second part is therefore a crucial stage in our analysis, enabling us to move from a
theoretical understanding to a more practical and operational approach, in order to provide
concrete and effective solutions to the digital communication challenges facing Salam
Management Services.

64
 CONCLUSION
At the end of this rigorous and comprehensive study on improving Salam Management
Services' (SMS) digital communications strategy to optimise its hotel management, it is clear
that the path to success lies in a strategic and holistic approach. The constantly evolving hotel
industry is increasingly influenced by digital trends. Online booking platforms, social
networks and online reviews play a crucial role in consumer decision-making, making
effective digital communication essential to staying competitive. By analysing SMS's external
and internal environment in depth, we have identified the levers the company can use to
strengthen its digital presence. Internal strengths and weaknesses, as well as external
opportunities and threats, have been scrupulously examined in order to develop a tailor-made
strategy. Implementing this strategy requires intelligent use of the communication tools and
channels available. It is essential for SMS to choose the right channels to reach its target
audience, produce relevant and engaging content, and regularly measure performance to
adjust actions based on feedback. Ultimately, this brief provides SMS with a clear and
detailed roadmap for strengthening its digital presence, attracting new customers and
optimising its hotel management.

By following these recommendations, we hope that Salam Management Services will not only
be able to adapt to changes in the market, but also position itself as a leader in the hotel
industry by offering an exceptional customer experience and meeting the expectations of
modern travellers.

65
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XI
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- Definition of the PESTEL matrix, consulted on 25 April 2024 at 4.40pm, [On line], url
: https://www.lecoindesentrepreneurs.fr/analyse-pestel-definition-outil-etcomposants/

- GTmetrix Performance Report, Accessed on 28 April 2024, [On line], url :

https://gtmetrix.com/

XII
 LIST OF APPENDICES
Appendix 1: Overview of the Salam Management Services website ....................................XIV
Appendix 2: Overview of the ACCOR Group website..........................................................XIV
Appendix 3: Overview of the MANGALIS HOTEL GROUP website ..................................XV
Appendix 4: Overview of the SMS LinkedIn page .................................................................XV
Appendix 5: Overview of the ACCOR Group's LinkedIn page.............................................XVI
Appendix 6: Overview of the MANGALIS LinkedIn page ...................................................XVI
Appendix 7: Overview of the ACCOR Group Facebook page.............................................XVII
Appendix 8: Overview of the MANGALIS Facebook page.................................................XVII
Appendix 9: Overview of the ACCOR Group's Instagram page.........................................XVIII
Appendix 10: Overview of the MANGALIS Instagram page.............................................XVIII
Appendix 11: Overview of the ACCOR Group Twitter page................................................XIX
Appendix 12: Overview of the MANGALIS Twitter page....................................................XIX
Appendix 13: Overview of the ACCOR Group's YouTube channel ......................................XX
Appendix 14: Overview of the MANGALIS YouTube channel.............................................XX
Appendix 15: Digital marketing certification ........................................................................XXI
Appendix 16: Certification in social network marketing .......................................................XXI
Appendix 17: Content marketing certification......................................................................XXII
Appendix 18: GTmetrix report for the Salam Mangement Services site..............................XXII

XIII
 APPENDICES
Appendix 1: Overview of the Salam Management Services website

Appendix 2: Overview of the ACCOR Group website

XIV
Appendix 3: Overview of the MANGALIS HOTEL GROUP website

Appendix 4: Overview of the SMS LinkedIn page

XV
Appendix 5: Overview of the ACCOR Group's LinkedIn page

Appendix 6: Overview of the MANGALIS LinkedIn page

XVI
Appendix 7: Overview of the ACCOR Group Facebook page

Appendix 8: Overview of the MANGALIS Facebook page

XVII
Appendix 9: Overview of the ACCOR Group's Instagram page

Appendix 10: Overview of the MANGALIS Instagram page

XVIII
Appendix 11: Overview of the ACCOR Group Twitter page

Appendix 12: Overview of the MANGALIS Twitter page

XIX
Appendix 13: Overview of the ACCOR Group's YouTube channel

Appendix 14: Overview of the MANGALIS YouTube channel

XX
Appendix 15: Digital marketing certification

Appendix 16: Certification in social network marketing

XXI
Appendix 17: Content marketing certification

Appendix 18: GTmetrix report for the Salam Mangement Services site

XXII
 TABLE OF CONTENTS
DEDICATION.............................................................................................................................I
ACKNOWLEDGEMENTS........................................................................................................II
CONTENTS ..............................................................................................................................III
FOREWORD ............................................................................................................................IV
ACRONYMS............................................................................................................................VI
LIST OF FIGURES .................................................................................................................VII
LIST OF TABLES...................................................................................................................VII
LIST OF IMAGES ..................................................................................................................VII
SUMMARY ...........................................................................................................................VIII
ABSTRACT..............................................................................................................................IX
INTRODUCTION ...................................................................................................................1
PART I: ENVIRONMENTAL AND THEORETICAL FRAMEWORK OF THE STUDY..4
CHAPTER 1: GENERAL PRESENTATION OF THE HOST STRUCTURE AND ITS
POSITIONING 5 .................................................................................................................
Section 1: Presentation of Salam Management Services .................................................6
1. General presentation of the company ................................................................6
1.1. History of the company......................................................................................6
1.2. Vision of the company .......................................................................................6
1.3. Missions .............................................................................................................7
1.4. Values ................................................................................................................7
2. Organisation and operation.......................................................................................7
2.1. Organisation .......................................................................................................7
2.2. Operating............................................................................................................7
2.2.1. Managing Director ..........................................................................................7
2.2.2. Human Resources Department .......................................................................8
2.2.3. Finance and Accounting Department..............................................................8
2.2.4. Sales department .............................................................................................8
2.2.5. Marketing and Communications Department .................................................8
2.2.6. IT Department.................................................................................................8
2.2.7. Legal Affairs Department ...............................................................................9
Section 2: Positioning of Salam Management Services in the African hotel sector ......
10
1. History, development and importance of the African hotel sector..................10

XXIII
 1.1. History..............................................................................................................10
1.2. Evolution ..........................................................................................................10
1.3. Importance .......................................................................................................11
2. Special features of the SMS company ....................................................................11
2.1. Offers ...............................................................................................................11
2.1.1. Management mandate ...................................................................................11
2.1.2. Lease management ........................................................................................11
2.1.3. Project management......................................................................................11
2.1.4. Franchise .......................................................................................................12
2.1.5. Consultancy...................................................................................................12
2.2. Salam Management Services partners .............................................................12
2.2.1. École Hôtelière Chiaka Sidibé (EHCS) ........................................................12
2.2.2. Hotel Training Centre of Faso ......................................................................13
2.3. SMS customers ................................................................................................13
2.3.1. Azalaï Hotels .................................................................................................13
2.3.2. Dunia Hotels .................................................................................................14
2.3.3. Grand Hotel Bamako ....................................................................................15
CHAPTER 2: CONCEPTUAL APPROACH AND LITERATURE REVIEW................16
Section 1: Definition of key concepts ............................................................................17
1. Communication strategy ..................................................................................17
2. Digital communication ....................................................................................18
3. Digital communication strategy.......................................................................18
4. Hotel marketing ...............................................................................................19
4.1. Definition .....................................................................................................19
4.2. Types of hotel marketing .............................................................................19
4.2.1. Online hotel marketing................................................................................19
4.2.2. Offline hotel marketing...............................................................................20
Section 2: Literature review ...........................................................................................21
1. The importance of digital communication for the hotel sector........................21
2. The different digital communication strategies ...............................................22
3. The stakes and challenges of digital communication in the hotel industry .....22
PART II: EMPIRICAL FRAMEWORK OF THE STUDY..................................................25
CHAPTER 3: STUDY METHODOLOGY.......................................................................26
Section 1: Presentation of data collection tools .............................................................27

1. Data collection tools ........................................................................................27

XXIV
 1.1. Participatory direct observation ...................................................................27
1.2. Documentary study ......................................................................................27
1.3. Qualitative study ..........................................................................................28
2. Sampling and conduct of interviews ...............................................................29
2.1. Sampling ......................................................................................................29
2.2. Sampling method .........................................................................................29
2.3. Type and size of sample...............................................................................29
2.4. Conduct of interviews ..................................................................................30
Section 2: Presentation of data analysis tools ................................................................32
1. Analysis tools ..................................................................................................32
1.1. SWOT matrix...............................................................................................32
1.2. PESTEL analysis .........................................................................................33
1.2.1. The political environment ...........................................................................34
1.2.2. The economic environment.........................................................................35
1.2.3. The social environment...............................................................................35
1.2.4. The technological environment...................................................................35
1.2.5. The ecological environment........................................................................35
1.2.6. The legislative environment........................................................................35
1.3. LinkedIn Campaign manager.......................................................................35
1.4. GTmetrix......................................................................................................36
1.5. Competitive benchmarking ..........................................................................37
2. Nature of data collected and difficulties encountered .....................................38
2.1. Type of data .................................................................................................38
2.2. Study area ....................................................................................................39
2.3. Difficulties of the study................................................................................39
CHAPTER 4: PRESENTATION OF RESULTS AND PROPOSED SOLUTIONS........
41
Section 1: Presentation of results ...................................................................................42
1. SWOT analysis ................................................................................................42
1.1. Strengths ......................................................................................................42
1.2. Weaknesses ..................................................................................................42
1.3. Opportunities................................................................................................42
1.4. Threats .........................................................................................................42
2. PESTEL analysis .............................................................................................44

3. Analysis of current digital communication strategy........................................47

XXV
 3.1. Analysis of general strategy .........................................................................47
3.1.1. Communication objective ...........................................................................47
3.1.2. Market segments .........................................................................................47
3.1.3. Target ..........................................................................................................47
3.1.4. Positioning...................................................................................................48
3.2. Analysis of digital levers..............................................................................48
3.2.1. LinkedIn page .............................................................................................48
3.2.2. Website........................................................................................................48
4. Competitive benchmarking..............................................................................49
4.1. Digital levers ................................................................................................49
4.2. Analysis of competitors' digital levers .........................................................50
4.2.1. Accor Group................................................................................................50
4.2.2. Mangalis Hotel Group.................................................................................51
4.3. Comparative analysis ...................................................................................51
5. Customer needs and expectations ....................................................................52
Section 2: Proposed solutions.........................................................................................53
1. Proposals for the current digital communications strategy..............................53
1.1. General strategy proposal.............................................................................53
1.1.1. Objectives....................................................................................................53
1.1.2. Segments .....................................................................................................54
1.1.3. Target ..........................................................................................................54
1.1.4. Positioning...................................................................................................57
1.2. Proposal for digital levers ............................................................................57
1.2.1. Website........................................................................................................57
1.2.2. Social networks ...........................................................................................58
1.2.3. Use of new levers........................................................................................59
2. Action plan and budget ....................................................................................61
2.1. Action plan...................................................................................................61
2.2. Budgeting .....................................................................................................61
3. Means of evaluating the strategy .....................................................................62
CONCLUSION......................................................................................................................65
BIBLIOGRAPHY .................................................................................................................XI
WEBOGRAPHY..................................................................................................................XII

LIST OF APPENDICES ........................................................................................................XIII

APPENDICES ....................................................................................................................XIV
XXVI
TABLE OF CONTENTS.................................................................................................XXIII

XXVII