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1.0 Introduction 1
2.0 Market research 1
2.1 Macro environment
2.2 Competitors
2.3 Customers
3.0 Analysis of problem 4
4.0 Strategic Change 6
4.1 Capital Hotel’s Innovation
4.2 Capital Hotel’s Innovation through Data Analysis
5.0 Suggested actions 8
5.1 Action one
5.2 Action two
5.3Action three
6.0 Conclusion 9
References: 11
Appendices 12

Summary
The main purpose of this report is to research and provide recommendations of possible future Marketing strategies for the Capital Hotel though the PESTE, SWOT’s and Porter’s Five Forces. What’s more, the report will analyze and evaluate the problem that solves by Capital Hotel’s innovation, that is, the change. Finally, it will provide some suggesting actions for the further success of Capital Hotel.

1.0 Introduction
Capital Hotel was built in 1971 by David Levin and his family at that time (McCaskey & Symes, 2004). It was famous in the world and gained great success as a Five Star Hotel with over 505 million dollars profits from the hotel operations. Due to Capital Hotel always pays more attention on the locations of their buildings; the hotels of Capital were built in city center or nearly major roads of town for the features of Five Star Hotel. On the other hand, there are also some hotels of Capital were economical and applicable which had comfortable rooms and excellent beds with reasonable prices. Moreover, the restaurants and bars of Capital Hotel could provide outstanding food and beverage services for both in-room guest and local business. These facts of hotels caused Capital Hotel made a great profit in hospitality industry all over the world.
2.0 Market research
Macro environment

3.0 Analysis Problem
.0 Strategic Change

4.1 Innovations
List of reference

Alexander, S. & Kennedy, C. (Ed.). (2002). Green Hotels: Opportunities and Resources for Success, Portland.

Chiang, F., & Birtch, T. (2008), Achieving Task and Extra-task-related Behaviors: A Case of Gender and Position Differences in the Perceived Role of Rewards in the Hotel Industry, International Journal of Hospitality Management, 27(4):491-513.

Christoffersen, P., Jacobs K., Ornthanalai C., & Wang Y. (2008), Option Valuation with Long-run and Short-run Volatility Components, Journal of Financial Economics, 90(3):272-297.

Chu, F., (2008), Analyzing and Forecasting Tourism Demand with ARAR Algorithm, Tourism Management, 29(6): 1185-1196.

Gnoth, J. & Ottenbacher, M. (2005), How to Develop Successful Hospitality Innovation, Cornell Hotel & Restaurant Administration Quarterly, 5:12-20

King, C. (2009). Hospitality Marketing. Aus: Pearson Education.

Luton, (2008). Luton Airport Capital Hotel., retrieved on 28th October 2008, from:
https://www.booking.com/hotel/gb/luton-airport-premier-travel-inn.html?sid=c0548fb99296046aa2e9b78d7a9aa152〈=en&selected_currency=hotel_currency

Lynn, M. (2004), E-innovation: Internet Impacts on Small UK Hospitality Firms, International Journal of Contemporary Hospitality Management, 16(2):82-90.

McCaskey, D. & Symes, S. (2004), Travel Inn: Everything You Want for a Good Night’s Sleep-100 Percent Satisfaction Guarantee or your Money Back, International Journal of Contemporary Hospitality Management, 16(3):166-174.

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