BHO 3373

International Marketing

“Marketing Plan for Martha Tilaar Salon Day Spa”

Indonesia to Cape Town, South Africa

Group Member: Presented to:

- Andi Setiawan (4424141) - Mr. Malay Joshi

- Fenny Yulianti (4424849)

- Jillian Heather Chen Yin Fong (4405026)

- Lee Zhan Wei (4452915)

- Lim Shee Ni (4429724)

SUBMISSION REQUIREMENTS

1. Assessment Declaration form - VU cover sheet

(get all members to sign and scan the signed form as the first page of the assignment)

2. Cover Page
(Create a professional Cover Page, include Subject Code & Title, Home & Host Country,
Products/ Services, Group members' name and VUID, Lecturer's name)

3. Executive Summary
4. TOC
5. Introduction to Conclusions and Recommendations
(used and referenced as supporting evidence for ALL recommendation)

6. LOR
7. Appendices (if any)
Executive Summary

Dr. Martha Tilaar established Martha Tilaar Groups in 1970. It has become a leading

company in the world in spa and cosmetic industry which based in Indonesia. They are famous

in using the centuries old traditions approach in Spa industry. Spa is a fast growing industry and

a tourism product, which is why the best city to travel to in South Africa, Cape Town is selected.

It provides all the favorable external environmental factors such as the stable political situation,

large economy and the decision of government to develop infrastructure supports this expansion

decision.

To successfully enter South Africa, some considerations need to be made. So, to further

improve the knowledge of the host country, this report provides the analysis of the key direct

competitors, some cultural profile comparison of Indonesia and South Africa based on

Hofstede’s 5 cultural dimensions and Hall’s theory which outlines South Africa’s key features of

the culture. Furthermore, COO and other consumer predispositions analysis will be provided as it

helps to draw depth analysis on the culture of South Africa. It helps Martha tilaar to extract

cultural key findings which might affect consumer’s decision making.

Moreover, the recommended target segment of Martha Tilaar in South Africa will be

tourists and local residents that have freedom lifestyle and seek benefits from the service offered.

Majority of them come from western countries and are people are willing to spend more money

on relaxing activities while on vacations which is the reason why this segment is found to be

profitable. Analysis on the Martha Tilaar differentiation positioning strategy is also provided in

this report.
 Lastly, after considering all of the information given, this report comes up with strategic

marketing recommendation (4Ps) where the outcome of this analysis is based on the cultural

profile and consumer predisposition that provides the considerations for each strategy.

----word count start from introduction

1.0 Introduction

The number of businesses who are trying to enlarge their operation in the international

market has inarguably increased years over years (Sourindra, Jaideb & Rajesh 2015).

However, there are a few businesses out there that are failed to understand the host country's’

culture and value which to certain extent can be disastrous and lead these firms to unsuccessful

market entry. Therefore, before a business is planning to enter into a specific market, they need

to further analyze the business culture, the way of living and what is valuable for them as the

intention is to prevent the unfavorable expansion result due to cultural blunder.

So, the purpose of this essay is to develop an advanced, sound international marketing

plan for expanding Martha Tilaar SPA into a new market, which is South Africa.

Description and Justification for Country Recommendation

1.1 Overview of Company Products and Services

Martha Tillar is Indonesia’s company that provides Spa service. They deliver their spa

and salon service that carry the mixed cultures of elements from Indonesia (Martha Tilaar

Salon & Spas n.d.). The centuries-old eastern traditions are used as their special approach for
maintaining customer’s health and beauty, they also provide Indonesian traditional treatment.

They own different international spa franchise such as Eastern Garden Spa (Indonesia), Martha

Tilaar Salon & Day Spa (Indonesia) and Dewi Sri Spa (Malaysia and Indonesia).

1.2 Nature of Spa Industry

According to Industry Statistics and Facts (n.d.), it is stated that the global spa industry

is a fast growing sector from $60 billion (2007) to $94 billion (2013) throughout the recession

period. A research company SRI International found out that there is 27% increment regarding

to the spas number worldwide (Industry Statistics and Facts n.d.). The strong competitive

intensity of the spa industry forces spa businesses’ entrepreneurs to focus on the diversity of their

spa business.

1.3 Justification for Country Recommended

The country selected is Cape Town in South Africa (S.A.). The spa industry in S.A. has

been growing tremendously over last 15 years, which it is considered young in terms of the

global standard (Freitas 2013). Cape Town is the tourist destination in S.A. that is listed as the

best city in S.A. and 4th best city in the world in Condé Nast Traveler (Cape Town the 4th Best

City in the World 2014).

Its GDP ranked world 33 which is about USD 350.6 billion with the 52.98 million of

population (Country Overview n.d.). According to Foreign & Commonwealth Office UK

Trade & Investment (2015) South Africa has stable democracy system which is a favourable

factor to business. Besides, there is potential growth for the spa industry due to the increase of
the stress level in South Africa that is caused by country economic slowdown (Gathanju 2010).

Additionally, South Africa possesses very good infrastructures and the government are putting

lots of capital in infrastructure development (Country Overview n.d.).

2.0 Competitor Identification

2.1 Competitors

There are a few existing service competitors such as Arabella Spa at the Westin Cape

Town, Ginkgo Spa at the Arninston Spa Hotel, Librisa Spa at the Mount Nelson Hotel, Cayenne

Spa at the Pepper Club Hotel & Spa, Life Day Spa at the African Pride Crystal Towers Hotel,

Angsana Spa at the Vineyard Hotel and One & Only Spa (Maxine 2012). These spas services

have been awarded as winners of World Luxury Spa Awards (Luxury Hotel Awards n.d.).

2.2 Overview of Competitors

Arabella Spa is using Greek skincare brand, Korres, where the products are natural and

organic (Arabella Spa n.d.). Whereas Ginkgo Spa is having Vita-Earth Ionic Detox Therapy

Powder as their special features which is a type of clay originated from 20 metres under the

earth’s surface at South Africa (Ginkgo Spa n.d.). The speciality of Librisa Spa is the usage of

Australian Brand products, Sodashi, which is 100% chemical-free and combination of South

Africa’s own Africology ranges (Maxine 2012).

As for Cayenne Spa, Intonga Stick Massage is a full body massage consists of ancient

Xhosa martial arts. Life Day Spa uses well-known brand products such as Skin Doctors and La

Prairie from Switzerland, providing with maximum relaxation due to the cleanliness and wide
space. The unique selling point of Angsana Spa is Ayurvedic Rainmist treatment that involves

lemon body polish, rainmist steam and rainshower. Lastly, One & Only Spa is known as the

most complete spa because they encompass fitness centre and luxury hair salon as well (Maxine

2012).

2.3 Competitive Factors

The key attributes involved are price, quality, features & services, brand name and

technology (Process Quality Associates 2003). According to Cape Town Tourism Performance

Report (Cape Town Tourism 2014), 54% of the tourists are foreigners. The spa services

provided in most of the luxury hotels are ideal for tourists that need relaxation between busy

days of sightseeing (South Africa Venues n.d.). Besides, there are approximately 14% of city

spas located in the resorts at Cape Town out of whole Africa (Andrew 2015).

2.4 Market Characteristics

Hence, it is a potential opportunity in spa industry because of the increase in demand.

According to Global Spa & Wellness Summit (McGroarty 2014), global spa industry is now

valued at $94 billion and wellness tourism has expanded 12.5% since 2014. Since 2007, the

growth rate of spa industry has increased sharply, which is 58%. South Africa has been ranked as

first among the spa industry leaders since the growth of spa industry is $800 million, which has

increased by 186%.

3.0 Cultural Profile

3.1 Hofstede’s Dimensions of National Culture

(The Hofstede 2015)

3.1.1 Power Distance

(The score explain the extent of people’s acceptance towards power inequality.

South Africa get 49 and Indonesia get 78 indicated that people in South Africa are more

flexible as they do follow the organization hierarchy structure but sometime the hierarchy

can be challenge. However, Indonesia’s power distance is high, where they accept

unequal rights and employees are expected to follow orders.)

South Africa scores 49 in power distance, which explains the extent of people’s

acceptance towards inequalities in the country, compared to Indonesia with a score of 78.

South Africa’s score is average, meaning that they do accept hierarchal order and requires

no justification. In an organization, the boss is a compassionate autocrat and employees

are willing to follow orders. However, Indonesia’s power distance is high, where they

accept unequal rights and employees are expected to follow orders.

3.1.2 Individualism

South Africa scores 65 showing that they are individualistic whereas Indonesia is

collectivist, with a score of 14. In South Africa, most people use ‘I’ whereas in Indonesia,

people use ‘we’. Individualistic societies such as South Africa only look after themselves

and their immediate family and promotions are based on merit. In contrary, Indonesia is

highly collective in which the social norms are closely followed and are very committed

to their families, such as the close parent and child bond.

3.1.3 Masculinity

With a score of 63, South Africa identifies as a masculine country whereas

Indonesia is a low masculine country with a score of 46. This means that Indonesia

cannot be considered feminine, they merely show a lesser level of masculinity than other

masculine countries. South Africa’s culture shows that achievement and success are

important and competition is the solution to problems, whereas in Indonesia conflicts are

solved by compromise.

3.1.4 Uncertainty Avoidance

South Africa has a low score of 49. Similarly, Indonesia scores 48 on the

uncertainty avoidance index (UAI). In low UAI societies, people are more relaxed and

social deviances are more easily endured. They encourage innovation, frown upon
 unnecessary rules and schedules are flexible. To Indonesian society, workplace harmony

is essential and they do not express anger but only smile politely upon conflict.

3.1.5 Long/Short Term Orientation

South Africa’s score of 34 shows that they are short-term oriented, where they

value traditions, are apprehensive about societal change and emphasize on obtaining

quick results. On the other hand, Indonesia scores 62 indicating that they are long-term

oriented. They are able change traditions to adapt to current conditions and believe in

perseverance to attain results.

3.1.6 Indulgence

South Africa scores 63 making them an indulgent society, where they are willing

to realize their desires and enjoy life joyfully. Leisure time is highly important to them

and they have positive attitudes. In the case of Indonesia (score of 38), they have a

restraint culture where they tend to be pessimistic and feel guilty for indulging their

desires.

3.2 Hall’s Theory

Edward T. Hall, renowned for his cross cultural research on high and low context cultures

in different countries. Research shows that South Africa is a high-context culture where they use

more implicit and non-verbal communications.

In a research by Baker and Campbell (2013), it is found that South Africans’ officials

rarely say ‘yes’, instead they use ‘maybe’ because they value harmony and are afraid to promise

something they cannot guarantee but still do their best to keep to their word (Afraid to make
solid promise). Similarly, Indonesia is a high-context culture too. They find it hard to be the

bearer of bad news or ask for help in work (Foreign Affairs and International Trade Canada

2009).

Nicknamed as “The Rainbow Nation”, South Africa has a unique culture. Similar to

westerners, white South Africans are low context where they are straightforward and relies on

written messaged whereas black South Africans are blunt and direct; they also use body language

to communicate.

Outline the key features of the culture and its value and how that may affect their decisions as

consumers

In Oppong (2013), research suggests that South Africans have strong group identity,

where they find meaning in life through social relationships, opposing Hofstede’s individualism

scale. This desire of belongingness exists despite modernization due to their history of

oppression. Despite that, their attitude towards authority is similar to Hofstede’s power distance

scale, which is high. In South Africa, females are viewed as inferior, matching their image as a

masculine country (Oppong 2013).

To conclude, South Africa and Indonesia are culturally similar in the aspects of

masculinity, uncertainty avoidance and collectivism (for white South Africans). Additionally,

both are high context cultures. Thus, consumers may be accepting towards new products, they

may respond better to advertising with straightforward written messages or innovative ideas.

4.0 Country-of-Origin, Foreign and domestic consumer Predispositions

4.1 Country of Origin

 Indonesia is world's largest archipelagic state and is known for its famous tourism

destinations such as Bali. This image has been planted in global foreign consumers’ mind (Bali

2015). Other than that, based on research from Riza (2006), the only images that stick in

consumers’ mind are clothing, foodstuffs and furnishing.

In addition, the COO effect on Indonesian products is proved to be weaker compared to a

product from a developed country like Japan (Cai, Cude and Swagler 2004). Therefore, it will

be another challenge for Martha Tilaar to expand in South African market. Although research

from Cai, Cude and Swagler (2004) stated that pricing strategies may increase the purchase

intention from customer, the impact is insufficient to change consumers’ perception towards

Indonesian brands.

4.2 Consumer Ethnocentrism

Consumers who have high level of CE tend to favour their domestic products and are

very likely to reject foreign products. Eventually, it will affect the survival of their local

businesses and domestic economy (Kamwendo, Corbishley and Mason 2014).

In addition, Jhon & Brady (2010) found that South African consumers are highly

ethnocentric. So, it is strongly recommended for international companies to greatly emphasize on

domestic brand strength due to the CE high tendency in South Africa. In addition, international

marketers are suggested to show the links between the idea of domestic cultures and their brand

in the promotion strategies.

4.3 Consumer Disidentification

 Due to past political instability (Apartheid) in South Africa which led to huge ethnicity

conflict decades ago where it adheres in the mind of majority people in South Africa (Edwards

& Hect 2010). It is very severe that the negative feelings are hidden deeply. As the result, white

people are often become the victims of race and violent crime of black people which derived

from the assumption of the whites are the reason of the conflict.

Eventually, this historical incident causes people to generalize every aspect of their lives

even in daily product consumptions. A research done by Staden (1987) found that 72% of white

South Africans are showing resistance to desegregation of all public facilities. Although this

finding is found almost 30 years ago, black people might have concealed hatred towards the

whites. It translates to the unwillingness to buy South African white people made products or

services. This is called consumer disidentification.

4.4 Consumer Animosity

In the last several decades, South Africa Border Wars which is also known as Angolan

Bush War happened for roughly 23 years. This conflict started as South West Africa and Angola

wanted to be an independent country (Camacho 2015). This war involved Cuba and South

Africa as the major countries that were fighting, this conflict has caused 1791 South Africans

death whereas 3,000-10,000 Cubans were lost and died (Steenkamp 1989).

Therefore, the citizens may hate South Africa as they think of their relatives involved in

that conflicts. This negative perception towards Cuba will lead to the action where the citizens

are not going to purchase products from Cuba. Consequently, it can be assumed that this conflict

could arise an animosity from South Africa towards Cuba.

4.5 Consumer Affinity

 South Africa has positive emotions and strong relationship with China as seen from their

historical background. Since the establishment of formal diplomatic in 1998, the business

relationship between both countries have developed steadily. In the 2013, South Africa ranked

China as the most important trading partner with 32% as compared to other partners (The World

2014). Moreover, as a part of BRICS, China and South Africa are collaborating together towards

a strategic co-operations that improve their economic relationship. It can be seen from the

improvement in the number of visitors and trade volume between the countries. From this

background, it can be assumed that South Africa has consumer affinity towards China as both

countries have strong attachment (Wasserman 2015).

5.0 Market Segmentation, Target Marketing and Positioning

5.1 Market Segment

Cape Town is the main tourist destination in South Africa, where there is a total of

35,291,599 tourists from UK, USA, Germany and China (Statistics South Africa 2012). It is

supported by Choibamroong (2006), where there are nearly 20 million people from European

countries who visited spas, especially Germans. Therefore, the main stream customer flows can

be divided into two categories; which are tourist and local residents.

With that, the first suitable segmentation for Martha Tilaar is lifestyle segmentation. The

reason is spa services use their own personal approach to engage with customers (Mehmedovic,

Cicic & Agic 2015). Moreover, this allows Martha Tilaar to reach people with common interest.

Lifestyle segmentation also represents the economic level on how this specific group spends

their money (Kucukemiroglu 1997). Additionally, it is advised to segment the market based on

their behavioral patterns as it is based purely consumers’ purchasing decision. Therefore, Martha
Tilaar can focus on fulfilling and satisfying this group of people that have same behavioral

patterns (Gupta & Chopra 2014).

5.2 Target Marketing

To successfully reach the profitable customers, this segment will focus on the consumers

with the freedom lifestyle. It is because this target market is more likely to spend their leisure

time to enjoy relaxations (Kucukemiroglu 1997). For the behavioral segmentation, it is based on

the category of local residents and tourist that focus on the benefit from the service offered. As

Martha Tilaar provides the luxury spa service, it will be easier for Martha Tilaar to fulfill these

targeted market’s needs (Gupta & Chopra 2014).

5.2.1 Characteristics of tourists who visit Spa

Majority of the freedom lifestyle customers that visit spa are women but research found

that there is an increment of man customers by 30% of the total customers (Tawil 2011).

5.2.2 Media Preferences

For consumers that have freedom lifestyle, social media sites has become their main

platform for conducting research on their daily activities. Gururaja (n.d.) mentions that

majority of them believe that social media sites can be trusted. It also affects their choice of

which hotel to stay in, what activities they should do for relaxation and the destination to travel

to (Fotis, Buhalis & Rossides 2011).

Therefore the target market will be both female and male aged 20 years old or above

who is seeking the benefits of the products as well as freedom lifestyle customers.

5.3 Positioning
 The original positioning strategy that is used by Martha Tilaar is Differentiation where

they always emphasize on their traditional treatment merged with modern technology. A

positioning statement will emphasize to customers not to purchase the competitor's product

(Karadeniz 2009).

The positioning statement will be “Away from Urban life, find your peaceful respite in Luukse

Spa”. The concept wants customers to associate Luukse Spa with luxury image. The image that

Martha Tilaar wants to show is enjoyment in luxurious SPA with unique yet traditional treatment

in the modern and comfort environment provided.

6.0 Market Entry and Expansion

6.1 Advantage

The expansion method that suits Martha Tilaar is International Joint Venture (IJV). This

method is recommended because of several reasons: knowledge and learning, efficiencies and

economies, control and cooperation. Martha Tilaar will be forming a joint venture with a 4 to 5

star hotel, to provide spa services to the hotel guests as well as other customers.

6.1.1 Knowledge and learning

This is the process of knowledge sharing and transfer since Martha Tilaar has never

expanded to Cape Town. By applying IJV, Martha Tilaar is able to access partner’s knowledge,

skills and resources in order to increase global competition and access to advanced technology

(Schuler & Tarique 2005).

6.1.2 Efficiencies and economies

 Both firms enjoy and gain management and organizational efficiencies by combining

operations marketing and infrastructure. Besides, the sharing of existing management expertise

and latest technologies are the main advantages for both firms (Schuler & Tarique 2005). Since

Martha Tilaar is a traditional based company, the hotel can provide some advanced equipments

in order to improve their service, such as membership system. Besides, both firms have control

over capital, managerial activities and operation, cost and decision making which makes the firm

efficient by taking advantage of each firm’s specialization (Schuler & Tarique 2005).

6.1.3 Synergy

By combining two firms into one, synergy will be created where 1 + 1 = 3 (Stewart &

Maughn 2011). By combination of Martha Tilaar and hotel, they can achieve economies of scale

by increasing output with decreasing cost. For example: Martha Tilaar will provide the materials

for the spa, where hotel can provide the venue and equipments, which allows this new firm to

have competitive advantage in spa service industry.

6.2 Disadvantages

The joint venture expansion methods come with certain disadvantages and limitations as

well. Companies have to be careful in choosing their partner. Firms have to agree to provide

access to their resources to accomplish the objectives. Besides, a danger of IJV is when one

partner decides to maximise their own benefits without bearing in mind their partners which

could be detrimental to the company in the long run (Beamish & Lupton 2009). This problem

can be overcome by Martha Tilaar through strict and precise a contract that outlines every aspect

of the agreement with a legal expert’s advice.

 One obvious disadvantage of IJV is the shared profits by partners (Stewart & Maughn

2011). Profits of the firm will be diluted to involved parties, which translate to fewer earnings.

Besides, conflicts in management, hiring practices and varying priorities may be a problem for

IJVs (Fraser 2002). Cultural differences can be a major limitation for IJVs, which could cause

communication breakdowns or difference in work ethics (Beamish & Lupton 2009). In Fey and

Beamish (2001), research has shown that IJVs with companies that have similar organizational

cultures have a higher percentage of success. This limitation can be surpassed by looking for

companies that are similar in culture and working ethics too.

6.3 Expansion in the next 5 years

Martha Tilaar can continue to expand their business in Cape Town in the next five years

by opening their own spa franchise that is not connected to a hotel. In years to come, Martha

Tilaar would have been able to penetrate the South African market and create brand awareness as

well as a good brand image. Therefore, it may be easier for them to open another spa outlet in

other areas of Cape Town. Next, Martha Tilaar can also sell their products in shopping malls, or

opening their own brand outlet. In the long run, Martha Tilaar can even start a new product line

that specifically caters to South African skin type.

7.0 Strategic Recommendations

7.1 Product or Service

7.1.1 Service Differentiation

As Martha Tilaar is using differentiation strategy, this company needs to offer greater

benefits for customers to capture broader market share. It can be supported by utilizing high
quality and natural materials for the spa services. Moreover, research shows that South Africans

are concerned with environmental friendly products (do not contain harmful chemicals) in this

South African market (Sonnenberg, Erasmus & Schreuder 2014). Therefore, the customers are

willing to pay higher prices to trade off with the services offered.

7.1.2 Service Brand Name

Due to a high consumer ethnocentrism in the South Africans (Jhon & Brady 2010), it is

recommended for Martha Tilaar to adapt with the local brand name. Simultaneously, Martha

Tilaar needs to create a new brand name as result from the IJV with the local luxurious hotel

(Ozorhon et al. 2011). The suggestion for the new brand name is “Luukse Spa” which means a

luxury spa translated from Afrikaans. Lastly, Martha Tilaar is not recommended to emphasis

their service with COO effects, as Indonesia is not well-known for the spa industry (Riza 2006).

7.1.3 Service Diversity

With the low score of uncertainty avoidance, South Africans are encouraging innovation

and flexible lifestyle. It is advisable for Martha Tilaar to offer variety of innovative spa services

that carry the combination of the modern and traditional to be sustainable in this intense industry.

This is also supported by their indulgence society that are willing to relax and enjoy life joyfully

(The Hofstede 2015).

7.2 Place

As Martha Tilaar is adapting differentiation strategy, the distribution of the services are

required to be in the superior locations (Feng, Li & Chen 2013). Supported by the joint venture

strategy, the distribution will be located in the partner’s location; which is a 4 or 5 star hotel in
Cape Town (Ozorhon et. al 2011). This is an appropriate strategy for Martha Tilaar to target the

segmented target market; such as hotel guest as well as middle-upper class that are attracted to

spa services.

7.3 Price

As explained above, since Martha Tilaar is targeting middle-upper class, they have to set

a premium price for their services as higher price will be perceived as more value added. It is

supported by research of Bockstedt & Goh (2011) which states that quality-signaling price will

attract more customers and influence purchase decision making. It will also raises the company’s

reputation.

7.4 Promotion

7.4.1 Local Language Promotion

South Africa is found to be highly ethnocentric where the local consumers tend to label

any unfamiliar product or service as foreign made. Therefore, this company can use local

branding to influence consumers’ preference. As a proper assessment of consumer

characteristics of the host market is necessary for the success of business extensions (Xie 2012).

Yet, effective local branding techniques enable firms to eliminate foreign-related attributes to

evoke positive response from local consumers.

7.4.2 Promotion Elements

Here, every single marketing promotional tools applied to reach the potential customers

will be designed as a straight-forward messages and represent innovativeness, since South Africa

is a high context culture (Oppong 2013). The promotional strategy will emphasize on high
individualism, masculine cultures and short term orientation where this spa will show unusual

value which take almost no time to deliver and shows how ones could stand out from the others

in terms of physical appearance after consuming the service from Martha Tilaar spa.

9.0 Conclusion & Recommendation

9.1 Conclusion

It is critical for Martha Tilaar to further look into several cultural concerns considering

how harmful it will be, if Martha Tilaar fails to extract these cultural information about South

African local culture. Therefore, it is recommended for Martha Tilaar to look through every

issues that are related to the business expansion.

9.2 Recommendation [Marketing Implications]

To avoid a business failure in this expansion, Martha Tilaar is recommended to take

International Joint Venture strategy. Moreover, Martha Tilaar is going to focus on the local

tourist and middle-upper class as their target markets. Supported by the differentiation strategy,

the spa service is expected to provide luxury and greater services with a premium price in the

superior location. Lastly, Martha Tilaar is advised to provide promotion that are culturally

adapted to local customers. (3674)

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