premier inn marketing strategy essay

Marketing mix of Premier Inn (7Ps of Premier Inn)

This article offers an in-depth evaluation of the marketing mix of Premier Inn (7Ps of Premier Inn). Premier Inn is a British limited-service hotel chain. It operates mostly in the UK; however, it has a presence in some other countries as well.

Products and services of Premier Inn

Premier Inn offers different types of rooms for different customers. For instance, its family rooms have a king size bed for adults, two pull-out or sofa beds for kids, and a travel cot for a baby (Premier Inn, 2023). Some of the hotels have interconnecting rooms for parents to keep an eye on their kids. Generally, rooms are categorized as single, double, and accessible (designed for wheelchair access).

The luxury king size Hypnos beds in Premier Inn are very good. A hairdryer, Freeview TV, free Wi-Fi 24/7, and tea and coffee making facilities make the guests’ stay very enjoyable. Similarly, almost all the Premier Inn hotels have a bar and a restaurant on-site so that guests do not have to go far for food and drinks. All hotels are bike friendly and have a rigorous daily cleaning regime to ensure the safety and wellbeing of the guests.

However, it should be mentioned that the feedback on Trustpilot shows that customers have mixed feelings about the services provided by the hotel with most of them branding the experience as bad while many others branding it as excellent (Trustpilot, 2023).

Pricing strategies of Premier Inn

Pricing plays a big role in the marketing mix of Premier Inn (7Ps of Premier Inn). Premier Inn has different pricing strategies i.e. Flex, Semi-Flex, Advance, Standard, and Non-Flex rates. These provide customers with different options. Flex is the most flexible option, which allows customers to cancel or amend their stay up to 1pm on the day they are due to arrive. 

Generally, Premier Inn has a value pricing strategy that aims to provide customers with great value for their money. Similarly, it also pursues a price discrimination strategy with its lowest rates being often for rooms on Friday, Saturday, and Sunday nights (Premier Inn, 2023).

However, it should be mentioned that some customers complain that the hotel sometimes fails to keep up with its affordable pricing promise as it is very difficult to book a room for the promotional price because very few promotional rooms are usually available.

Place/distribution channels of Premier Inn

Premier Inn has over 840 hotels across the UK and in countries such as Ireland, United Arab Emirates, Qatar, and Germany (Whitbread, 2023). It has over 83,500 rooms. Customers can book rooms directly via the hotel’s website and the app.

Likewise, they can do so via third parties such as Booking.com, Lastminute.com, and some others. Premier Inn prefers online booking; however, customers can also book rooms over the phone.

Promotional strategies of Premier Inn

Promotion has a key role in the marketing mix of Premier Inn (7Ps of Premier Inn). The hotel invests a lot of money in advertising platforms such as outdoor, radio, print, and digital & social media. In fact, it has adopted an integrated marketing communication approach.

Premier Inn utilizes various channels, including television, print, outdoor, and digital media, to convey its brand message and promote its offerings. This multi-channel approach ensures that its marketing messages reach a wider audience and have a greater impact.

Premier Inn has a long history of supporting sports, with sponsorship of various events and teams. These sponsorships have helped it gain exposure to millions of sports fans, enhancing its brand visibility and driving customer engagement.

A very good number of people follow the Premier Inn Facebook page. However, its Instagram page has just over 30 thousand followers. This shows that it needs to increase its presence on social media platforms.  

People of Premier Inn

Around 40,000 people work in the Premier Inn hotels and restaurants in the UK who serve over 5 million customers every month (Whitbread, 2023). The company provides thousands of apprenticeships and work placements for young people every year which demonstrates its commitment to corporate social responsibility.

However, Wickens (2021) reports that many employees staged protests across the UK in June 2021 asking to be paid the living wage. The author has also mentioned that around a third of staff are paid the minimum wage. As people are the best resources in the hospitality industry, the hotel should take this very seriously to avoid any future protests and disruptions.  

Processes in Premier Inn

Process is also an important element in the marketing mix of Premier Inn (7Ps of Premier Inn). The process of booking a room in Premier Inn is easy. Customers can browse the hotel website/app and search for their preferred location. Once a room is found, they can click on ‘Book Now’ to continue and provide the hotel with the required information.

Once the room is booked, the hotel provides them with the check-in details. The whole process takes place online; however, customer can also book over the phone. It should be mentioned that customers should email the hotel first if they wanted to book 10 rooms or more.

Physical evidence of Premier Inn

The Premier Inn is known for its distinct purple logo. Likewise, comfortable king-size Hypnos beds, toasty duvets, soft pillows, Premier Plus rooms’ large desks, adjustable chairs, comfortable armchairs, and many others attest to its very good physical environment.

Summary of Marketing mix of Premier Inn (7Ps of Premier Inn)

To sum up, one of the key factors behind Premier Inn’s success is its innovative and effective marketing strategy. It has implemented a comprehensive marketing strategy that encompasses various aspects, including digital marketing, innovative campaigns, and strategic partnerships. However, there are still some areas that need further improvement.

We hope the article ‘Marketing mix of Premier Inn (7Ps of Premier Inn)’ has been a useful read. Please share the article link on social media to support our work. You may also like reading:

SWOT analysis of Premier Inn (Premier Inn SWOT)

Stakeholders of Premier Inn (Stakeholder Analysis)

Last update: 27 April 2023

References:

Premier Inn (2023) About us, available at: https://www.premierinn.com/gb/en/why.html  (accessed 27 April 2023)

Trustpilot (2023) Premier Inn, available at: https://uk.trustpilot.com/review/www.premierinn.com (accessed 27 April 2023)

Whitbread (2023) About us, available at: https://www.whitbreadcareers.com/about-us/ (accessed 27 April 2023)

Wickens, J. (2021) Premier Inn employees strike over living wage dispute, available at: https://employeebenefits.co.uk/premier-inn-employees-strike-living-wage-dispute/ (accessed 27 April 2023)

Author: M Rahman

M Rahman writes extensively online and offline with an emphasis on business management, marketing, and tourism. He is a lecturer in Management and Marketing. He holds an MSc in Tourism & Hospitality from the University of Sunderland. Also, graduated from Leeds Metropolitan University with a BA in Business & Management Studies and completed a DTLLS (Diploma in Teaching in the Life-Long Learning Sector) from London South Bank University.

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Hotel Industry in the UK and Premier Inn Report

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Introduction

Hotel industry.

The service industry in the global economy is the fastest expanding sector compared to the manufacturing and other sectors of the economy. A major player in this industry is the hotel service. With the increase in travel for business and leisure, it has come to the attention of investors that the hotel industry is posed for mammoth gains if the opportunities are fully exploited. These opportunities that come along with the most basic function of a hotel as an eating house are accommodation/lodging, conference facilities, among many other tailor-made offers made to suit a particular target market.

Conforming to the market need is the most relevant issue at the moment as the early 1990s were characterized by rapid expansion without taking into account the needs of the customers. However, the approach has since changed with the hotels realizing that further expansion programs are no longer turning out huge profits as it was earlier. A more market-oriented approach was thus adopted. This paper discusses the various models that hotels have adopted in a bid to increase and enhance their performance as compared to other businesses in the world. One of the best examples that can guide us in making this analysis is the Premier Inn chain hotel in the UK

Premier Inn

This is one of the largest hotel chains under Whitbread Plc in the UK. With over 500 hotels in and out of the UK, the hotel is very popular with many people.

According to the Whitbread report, 75% of UK residents live within a five-mile radius of a Premier Inn hotel. The hotel has in the recent past opened branches in the Republic of Ireland, Northern Ireland, Dubai and another one pending opening in India.

The hotel began operations 20 years ago as Travel Inn where it instantly became a household name famous for maintaining the same look in all the rooms something adopted from Travel Lodge a competitor in this industry. With acquisition of Premier Lodge in 2004, the chain changed its name to Premier Travel Inn. As a result, the tradition of having all the rooms similar was in some way undermined though not to a great extent. This was because the new acquisition did not maintain the same look in all the rooms as Premier Inn did.

In 2007, the hotel chain set to reposition itself in the market by changing its brand name through shedding the word ”Travel” in its name to retain Premier Inn. The management attributed the change of name as a measure to help customers differentiate the hotel from the main competitor Travel Lodge.

Competition is not facilitated by the similarities in names as also by how the management individually handles its operations and customer’s needs. This is important given the size of the hotel and the staff involved which is expected to be above 50 000 with the opening of 400 pending new outlets. An effective interaction of management and service quality provision is paramount in ensuring the hotel survives in this competitive industry.

Leisure and tourism businesses from hotel services to restaurants, casinos and travel agencies are at the moment experiencing decreased business as the world economy is on the slide following the slackening of the US economy which has an overriding factor in all the economies something that is very evident at the moment.

Several factors are affecting the operation of a hotel business like Premier Inn. The growing competition in the hospitality industry as well as the economic downturn affects its external environment while its internal environment is affected by its marketing strategy and its organizational structure for its being a network of hotels. It would thus be most appropriate that we conduct a SWOT analysis test on the hotel chain to have an exclusive view of the workings of the hotel. The test allows us to identify the strengths, weaknesses, opportunities, and threats facing the company.

SWOT Analysis

Whitbread, being a hotel group whose interests cover different regions and categories have more stable cash flow prospects.

It has a portfolio of hotels meeting demands for upscale, mid-scale and economy lodging, covering a wider market segment. It has also the Beefeaters, Costa and Brewers Fayer brand names which are standardized for the lower and middle-class segments.

It is also engaged in many business activities and acquisitions that make more profit for the company. International experience; diversified portfolio, great locations for many of its hotels and superior customer services are also the strengths of Premier.

Financial resource is also one of its strengths; The Whitbread Plc. announced that the entire group had registered 11% growth in sales in the first half of the financial year in December last year. Premier Inn contributed 73% of this growth thereby showing its significance and strength in sales as a single entity.

The hotel has unique offers for their clients.

Currently, the weakness of the hotel chain can be seen from its being the operator of many hotel brands. Potential conflicts from some of the owners and operators may arise.

Being a hotel chain and part of a larger group, Premier Inn is also a very capital-intensive business with its fixed costs higher than other businesses. This can cause problems when the demand in hotels declines.

Premier Inn has failed to take advantage of vertical integration which reduces production and operation costs instead of concentrating on horizontal integration which tends to reduce competition.

Opportunities

With its experience in operations, there are more opportunities in spreading operations over different regions as it did in Asia by opening a hotel in Dubai.

Premier Inn has also established a name in hotel operations, so mergers and acquisitions not only in the hotel industry as well as in other businesses such as restaurants and travel will be easier for growth strategies.

Demands for hotel services will shrink further if the global and regional economic downturn persists. Geopolitical uncertainties such as terrorist attacks also contribute to threats in the hotel industry.

There is also a possibility of poor training in international units and shortage of skilled labour.

The advancements in information and communication technology allow businessmen to stay in the office than travel.

Businessmen prefer to visit their families during the weekends instead of staying at the hotels.

Unique Offers

Premier Inn has established some unique forms of service provision that put it way ahead of competitors in this industry.

The hotel has managed to market itself not just as a hotel but rather as a more comprehensive service provider with the hotel business as one of the major services on offer. This is what we would call, a package offer. To emphasize this principle, the most outlets are located within the same vicinity as franchise bars and eating places.

The hotel advertises its room rates to be priced at a minimum of £38 per night. This price however does not include any meals such as breakfast but is available upon payment of extra charges for it. The most distinct thing about their rooms is that they are priced as a room provided that the occupants of a single room do not exceed two adults and two kids. Such rooms are what they call family rooms. These family rooms are available with extra sleeping space but the same size as the others.

Pull-out beds are made available in such rooms creating more sleeping areas but maintaining the same room measurements same as the other rooms. Cots for kids may be provided if necessary at no extra cost in these same family rooms. This is one of the largest selling points of the hotels since most travellers if not for business will travel as a family, thus this attempt to reduce the financial burden on travelling families has proved to be very popular

Days Out Offer

These are offers made to anyone for booking at any of the Premier Inn outlets. For any booking, customers get a voucher for two and free for kids tickets to over 800 brilliant attractions all around the UK. The voucher holder is then lucky to choose any of the attraction sites that he wishes to visit free of charge using the reference number on his hotel booking ticket.

Strategic Operations and Competencies

Premier Inn has met the 5 pillars of strategy needed to ensure competency in the operation of the hotel industry.

For a company such as Premier planning ongoing multinational, strategy plays a key role considering the size and the diverse environments its operations take place in. As a service industry, the ability to meet the customer needs on a global basis is of growing strategic importance. Benchmarking what the customer wants and not what they believe is one of their marketing strategies. As part of their customer service, they introduced the family room concept at many of the hotels, to offer maximized sleeping space. As it grows, it also changes its corporate culture to adapt to the changing customer’s needs.

Premier Inn, from having a corporate governance system to a more centralized organization as it continues to indulge in international expansion, matching its organization’s capabilities and competencies to the competitive conditions of the external environment. For example, in their operations in Dubai, the management there consists of Dubai people in order to fully understand the culture, taste and preferences existing there.

Part of Premier Inn’s strategy is to study first carefully the economic development of the location, the existing competition and the changing travel patterns in the region. When Premier Inn entered the Dubai market, it intended to establish a fully-fledged hotel like the Bristol one because competition in that area was not that tough. Research has shown otherwise that the region is also favored by the higher income earning individuals thus there are steps to tap into this market.

Services Analysis in Premier

This is one of the few hotels that provide and live to the guarantee of their services. One of the famous ones is the good night guarantee. In this offer, the company pledges not to disturb their clients at night. If this is not the case according to the customer then he/she gets a full refund of her/his money back. While many people might view a service guarantee program as purely an advertising strategy, customer reviews provide compelling evidence that this service guarantee program by Premier Inn has significantly shaped its quality strategy as a market leader.

A service guarantee can exert positive influence on the motivation and vision of the staff and thus increase service quality and customer satisfaction. A service guarantee program can also provide the impetus for a firm to focus operations on the attainment of superior service quality through learning from service failures.

In recognition of the high-quality service and the hotel’s 100% customer guarantee it won the National Business Awards for Unique Customer Service Strategy in 2004. The awards are bestowed on companies that portray high levels of commercial success, innovation, and verifiable results in areas of customer satisfaction and financial performance.

As earlier said, Premier Inn does not shy away from putting its establishment along Highways in fear of contributing to driving under influence by serving alcoholic drinks to would-be motorists; the Inverness outlet is along B865 highway. Another aspect of strategic locations is having the hotels near major towns such as London and Oxford which has pride in hosting the hotels.

Service Provision in Relation to Theories

The management of the hotel chain has invested wisely in familiarizing the senior management with the required methods of management. In analyzing the hotel, we can be able to identify a few theories utilized by the management.

Choice Modeling Theory

The best way we can relate this theory and the hotel’s service is through the offering of free extra sleeping areas in some special rooms named family rooms. In this offer we find that the hotel management has been keen to identify the basic needs of the customers and as such introduce programs and services that will help in delivering the expected or even more than the customer’s expectation.

The economist who introduced this theory, Daniel McFadden, focused on the need for service providers to research and predict on the choices of consumers and put them in place even before they enquired about them. In this case, we see that Premier Inn sought to know the traveling trends of their target market and came out with the finding that some of them travel as family units and prefer to remain together hence the inception of the family rooms.

Another way we find the application of the above theory is by locating the hotels near major cities in anticipation of housing business people who would according to their findings require somewhere to rest during the weekends when business is low. To avoid discouraging the targeted business people from retreating to their homes during the weekends and encourage them to seek accommodation in the hotels the Premier Inn lowered the room cost during weekends.

Total Quality Management in Service Provision

This theory came with the advent of the ISO grading or rather recognition of the performance of companies both in the hotel and other catering businesses. The Whitbread conglomerate has achieved the prestigious award in recognition of the high-quality level of service that they extend to all their customers in all their branded outlets more so the Premier Inn which is the largest entity in the group.

The management is definitely applying a combination of service management theories in regard to the pricing and offers only unique to the Premier Inn hotels. This is in line with findings and recommendations of TQM which calls for efficiency in all levels of management as way of life and philosophy for any business entity serious on making its mark in the market by seeking to improve on everything that the management and the staff engage in.

Some of the areas that the hotel has managed to maintain a high level of TQM are listed as follows.

l Service. Premier Inn meets the customer requirements by offering a wide range of services with some being new in the industry thus a display of their creativity,

l Administration. The growth and management of such a large chain of hotels that at the same time manages to churn such high profits. This could never be a reality without the employment of this theory in the operation.

l Reducing product and service costs. As a budget hotel, the Premier Inn has made this observation from the word goon their operations.

l Demand flow manufacturing. The location and positioning of the hotels along highways and in major cities make the hotels very accessible to the target market

The hotel sets service standards that corroborate the hotel’s objectives and mission. As a budget high-class hotel, Premier Inn faces the challenge of offering high-class services that match the pricing without compromising on any basic functions of a hotel but not just a hotel it maintains the trademark quality of all Premier Inn outlets.

A detailed standard level of service has to be maintained such as ensuring that all Premier Inn employees have be well-groomed with each wearing a visible tag showing his/her name, setting realistic and reasonable expectations for the hotel in ensuring that the current service program is not undermined by impossibilities in its execution. The hotels insist on this realistic expectations so that they can be delivered by the employees to the customers on a 100% basis rather than setting unrealistic standards hoping that the employees can manage to offer it at 80% or higher.

Service Recovery Theory

As is common with product warranty, service providers through the help of economists and business analysts have come to recognize the effect of the ”service warranty” on consumer satisfaction and the effect it has on improving future sales. This is however impossible in that the best that the service provider can do is refund the amount paid and at times compensate for the service if the consumer is not satisfied on genuine grounds. Premier Inn utilizes the findings of this theory by offering the 100% service guarantee if a customer does not have a comfortable overnight stay at the hotel.

The application of the above theories and strategies in the provision of services cannot be well executed if the employees are not an integral part of the process. The best way to go about is by giving the employees the power to be responsible of their actions in offering of the service as it also determines how they interact with the customers. Apart from that it also reduces the need for supervision thereby giving the management time and room to get involved in more productive roles. This process is what is known as empowerment process.

Empowerment Process

Empowerment has of late in the business world become a buzzword with some managers who have no clue about it fearing anything to do with it as it contains the word power which they are afraid of losing in managing their organizations. Those in the know, however, have been quick to embrace the term and its application in their respective organizations. What the term simply means is that it’s a process involving unleashing of human potential hidden in talents and skills and enhancing the human ability to nurture what is perceived to be good for the organization’s growth.

At Premier Inn, the management trains the staff to judge a situation and give it their best shot in an attempt to find a solution carried out as per the training the management organizes for their staff. The freedom to think and be creative for an employee is highly dependent on one’s ability to trust one’s self, to trust others and be trusted. At Premier Inn basic trust is believed to come from the types of interactions experienced within the workplace, especially between the junior and senior staff. Those who have acquired trust tend to be trustworthy and create accepting environments within the workplace that encourage the freedom of creativity necessary for an organization’s and customer satisfaction.

Recommendations

The hotel at the moment is underutilizing the Costa coffee unit among its many affiliates. Though the management claims to be very professional in handling their operations there is no evidence of the use of some of the crucial management tools recommended for hotels. For example, there is now ample evidence to show that the hotel uses Business Process management in their operation. This process aims at identifying a complete procedure of events traced from the source to the recipient/destination where the route and the manner in which it reaches the destination are carefully managed for customer satisfaction and efficiency of the organization.

Too much concentration on making a name than profits first- Though the giant hotel chain is in the right trend in making profits the other affiliates of the Whitbread are not doing the same thus sucking on the achievements of Premier Inn instead of them fending from their entities and supporting themselves. If only the Whitbread family could operate the hotel chain more independently, the organization is bound to earn better profits.

The management of the Premier Inn seems to have a very strong HR department which in my opinion is very frugal in their recruitment shown by the staff they have in all their outlets. However, the problem exists with the management which the employees seem not comfortable with especially the class of supervisors.

Among the major problems afflicting the hotel are;

The consistent failure to adopt modern IT developments that make management easier, a good example is BPM systems being offered by Microsoft and Subsystems.

The challenges facing the hotel and the service industry are mostly arrived at due to the change in culture, fashion and technology. With the advent of the Internet it has become necessary for hotel owners to make the consideration of installing Internet connections in every room and necessarily those that are meant for businessmen. It thus poses a challenge to any hotelier about the need to keep on changing with times to suit the demand and to have an upper hand over his competitors.

With the celebrity life and fascination reaching an all-time high, it would be advisable for the hotels to introduce celebrity suites in their outlets. With their spending habits known to be very high compared to ordinary citizens, the hotels are bound to make a kill out of this venture. All in all the Premier Inn brand of hotels deserves commendation for maintaining the high level of service and fair pricing.

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Vol.7 No. 1 pg 63-74

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Premier Inn’s green push, Travel Trade Gazette UK & Ireland, 2008 p35.

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IvyPanda. (2021, September 15). Hotel Industry in the UK and Premier Inn. https://ivypanda.com/essays/hotel-industry-in-the-uk-and-premier-inn/

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IvyPanda . 2021. "Hotel Industry in the UK and Premier Inn." September 15, 2021. https://ivypanda.com/essays/hotel-industry-in-the-uk-and-premier-inn/.

1. IvyPanda . "Hotel Industry in the UK and Premier Inn." September 15, 2021. https://ivypanda.com/essays/hotel-industry-in-the-uk-and-premier-inn/.

Bibliography

IvyPanda . "Hotel Industry in the UK and Premier Inn." September 15, 2021. https://ivypanda.com/essays/hotel-industry-in-the-uk-and-premier-inn/.

Premier Inn Hotel PESTEL Analysis

Before we dive deep into the PESTEL analysis, let’s get the business overview of Premier Inn Hotel. Premier Inn is a leading hotel brand in the UK, offering comfortable and affordable accommodations mainly targeted at business travelers, families, and tourists. It is owned by Whitbread, the UK’s largest hospitality company. Here’s a concise overview of the business:

• Origins:  Premier Inn started its journey in 1987 under the name “Travel Inn.” The brand was created to compete with the Travelodge brand in the UK.
• Growth & Presence:   Premier Inn Hotel has over 800 hotels with more than 77,000 rooms across the UK . The brand has expanded internationally, with hotels in Germany, the Middle East, and Asia.
• Value Proposition:  Premier Inn is known for providing good quality rooms at mid-range prices. They often promote their “Good Night Guarantee,” emphasizing the comfort of their beds and the quality of sleep guests will receive.
• Expansion:  Premier Inn has been steadily growing not only in the UK but also in international markets. For instance, it has shown particular interest in the German market, aiming to become one of the country’s leading budget hotel operators.
• Financial Performance 2022 : Premier Inn owner Whitbread has reported statutory revenue of £2.6b in its latest financial results, 27% ahead of pre-pandemic levels. Total UK accommodation sales were 37% ahead of pre-pandemic levels, and, as a result, the group saw statutory profit before tax of £375m, 34% ahead of Whitbread’s 2020 financial year.

Here is the PESTEL analysis of  Premier Inn Hotel

A PESTEL analysis is a strategic management framework used to examine the external macro-environmental factors that can impact an organization or industry. The acronym PESTEL stands for:

• Political factors: Relate to government policies, regulations, political stability, and other political forces that may impact the business environment. 
• Economic factors: Deal with economic conditions and trends affecting an organization’s operations, profitability, and growth. 
• Sociocultural factors: Relate to social and cultural aspects that may influence consumer preferences, lifestyles, demographics, and market trends.
• Technological factors: Deal with developing and applying new technologies, innovations, and trends that can impact an industry or organization. 
• Environmental factors: Relate to ecological and environmental concerns that may affect an organization’s operations and decision-making.
• Legal factors: Refer to the laws and regulations that govern businesses and industries. 

In this article, we will do a PESTEL Analysis of Premier Inn Hotel.

PESTEL Analysis Framework: Explained with Examples

• Regulations and Compliance:  The hospitality industry, including hotels like Premier Inn, is subject to a wide range of local, national, and international regulations. This includes health and safety standards, employment laws, and licensing requirements. Changes in these regulations can impact how Premier Inn operates.
• Tourism Policies:  The UK government’s policies on tourism, including promotions, subsidies, and visa regulations, can directly affect the inflow of tourists and, consequently, Premier Inn’s occupancy rates.
• Taxation Policies:  Changes in taxation, especially those related to the tourism and hospitality sectors, can impact Premier Inn’s profitability. For instance, fluctuations in the rate of Value Added Tax (VAT) on hotel accommodations can directly affect room pricing strategies.
• Local Council Decisions:  Local council decisions related to zoning, land use, and urban development can impact where and how Premier Inn can expand or renovate its existing properties.
• Government Initiatives:  Government campaigns promoting local tourism, staycations, or specific regions can benefit hotels like Premier Inn if they align with these initiatives.
• Economic Cycles:  The general state of the economy can significantly impact the hospitality industry. In boom periods, more people travel for business and leisure, increasing occupancy rates. During recessions, people might cut back on discretionary spending, including travel, which could reduce demand for hotel rooms.
• Exchange Rates:  As a UK-based company, Premier Inn could be affected by GBP fluctuations. A weaker GBP might boost inbound tourism as the UK becomes a more affordable destination, potentially benefitting Premier Inn. On the other hand, if Premier Inn sources products or services from abroad, a weak pound could increase costs.
• Inflation Rates:  Rising inflation can increase operational costs for Premier Inn, from wages to supply costs. The hotel chain might need to adjust its pricing strategy to maintain profit margins in inflationary environments.
• Employment Levels:  High employment levels usually translate to more business travel, as companies are more willing to send employees for training, conferences, and meetings. Furthermore, employed individuals have higher disposable incomes and are more likely to travel for leisure.
• Competitive Pricing:  The hotel industry is competitive, and Premier Inn must constantly assess its pricing strategy in relation to competitors. Economic factors play a crucial role in determining room rates and promotional offers.
• Real Estate Market Dynamics:  For expansion, Premier Inn requires property. The economic dynamics of the real estate market, including property prices and rental rates, can influence Premier Inn’s expansion strategy and costs.

Sociocultural

• Travel Culture:  The trend of frequent weekend getaways and short breaks has gained popularity over the years. If more people are inclined to travel domestically, this can boost the demand for Premier Inn rooms.
• Health and Safety Concerns:  The expectation of hotel cleanliness and safety has become paramount, especially during health crises like the COVID-19 pandemic. Travelers prioritize hotels that guarantee safety and hygiene standards.
• Consumer Preferences:  Many consumers prefer experiential stays over traditional ones. The hotel’s ability to offer unique experiences or package deals can influence bookings.
• Work Culture:  The rise of remote work and the “workcation” trend, where people combine work and vacation, means hotels like Premier Inn can cater to these guests by offering amenities suited to working, such as high-speed Wi-Fi, workspaces, etc.
• Dietary and Lifestyle Preferences:  As health and well-being awareness grows, there’s an increasing demand for specialized services, such as vegan or gluten-free food options, gyms, and wellness centers.
• Cultural Events and Festivals:  Local cultural events, festivals, or significant events can lead to a surge in bookings. Premier Inn can tap into these opportunities with special packages or promotional offers.
• Family Dynamics:  The increasing number of single-parent families, extended families traveling together, or couples without children all have distinct needs. Tailoring room options and amenities to these varying family structures can be beneficial.
• Local Integration:  Travelers increasingly seek local experiences. Integrating local culture, cuisine, and experiences into the hotel’s offerings can give Premier Inn an edge over competitors.

Technological

• Booking Systems:  The rise of online booking platforms like Booking.com, Expedia, and others means Premier Inn needs a robust, user-friendly online booking system. Ensuring compatibility with these platforms and offering direct booking incentives on their website can increase reservations.
• Smart Room Technology:  Implementing IoT (Internet of Things) in rooms can allow guests to control lighting, temperature, TV, and other amenities via their smartphones or voice commands.
• High-speed Wi-Fi:  A consistent and high-speed internet connection has become a basic expectation for most travelers, whether for leisure or business.
• Data Analytics:  Using data analytics to understand guest preferences can lead to personalized marketing and enhanced guest experiences. It can provide insights into peak booking times, popular amenities, and guest demographics.
• Virtual Reality (VR) and Augmented Reality (AR):  These can be used for virtual hotel tours, enabling potential guests to experience the hotel before booking. AR can also be used in rooms to provide information or entertainment.
• Artificial Intelligence:  Chatbots and AI-driven customer service can provide guests with 24/7 inquiry resolution. AI can also assist in personalizing the guest experience based on their preferences and past behavior.
• Security Systems:  Advanced security systems, including digital room keys, CCTV monitoring, and other security tech, can ensure guest safety and protect against breaches.
• Payment Technologies:  With the growth of digital payments, offering various payment methods, including mobile wallets, online transfers, and contactless payments, is essential.
• Integration with Smart Devices:  Allowing guests to connect their devices to hotel systems, like streaming their content on the room’s TV, can enhance their stay.

Environmental

• Sustainability Initiatives:  As awareness about environmental issues grows, many guests actively choose hotels prioritizing sustainability. Premier Inn can capitalize on this by adopting eco-friendly initiatives, such as using renewable energy, implementing water-saving measures, and reducing waste.
• Waste Management:  Hotels generate significant waste, from food to disposable amenities. Implementing comprehensive waste management and recycling systems is environmentally responsible and can also be a selling point for eco-conscious guests.
• Supply Chain:  Sourcing locally-produced goods, whether food for the restaurant or room materials, can reduce transportation emissions and promote local economies. An eco-friendly supply chain is becoming a significant consideration for many businesses.
• Biodiversity:  If Premier Inn hotels are located in areas rich in biodiversity, it’s essential to ensure that the hotel operations do not disrupt local ecosystems. This includes considering construction impacts and daily operations.
• Building Design and Materials:  Using sustainable building materials and designs that reduce energy consumption (like green roofs or passive solar design) can have a long-term impact on the hotel’s energy use and overall environmental footprint.
• Green Certifications:  Achieving certifications from recognized environmental bodies can give Premier Inn a competitive edge, as these certifications can mark the hotel’s commitment to environmental sustainability.

• Licensing and Regulations:  Hotels must adhere to various licensing requirements, including everything from alcohol sales to entertainment licenses. Premier Inn would need to ensure that each of its locations meets the specific licensing requirements of its locality.
• Health and Safety:  The hospitality industry is bound by stringent health and safety regulations. This covers areas such as food safety in their restaurants, the safety of the hotel facilities, fire regulations, and more. Non-compliance can result in hefty fines and damage to reputation.
• Employment Laws:  Premier Inn must abide by employment regulations in every region. This includes laws related to minimum wage, working hours, discrimination, and rights to unionize.
• Data Protection and Privacy:  With hotels collecting vast amounts of personal data from guests, regulations such as the GDPR in Europe have implications for how this data is stored, processed, and shared.
• Consumer Protection Laws:  These laws ensure that guests get the services they pay for and can address grievances. Premier Inn must ensure that advertising and marketing are transparent and not misleading.
• Real Estate and Zoning Laws:  When expanding or building new hotels, Premier Inn needs to be aware of local zoning laws, which dictate what can be built where and any related environmental assessments.
• Taxation Laws:  Different regions have different taxation structures, including tourism taxes or city-specific levies. Premier Inn needs to be compliant to avoid legal complications.
• Contract Laws:  Premier Inn will enter into various contracts, whether with suppliers, customers, or partners. Ensuring these contracts are legally sound and protect the interests of the hotel is vital.

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What makes Premier Inn the world’s strongest hotel chain?

Premier Inn is currently the world’s strongest hotel chain, according to a new ranking by Brand Finance.

Based on the analysis of marketing investment, equity, and the impact of these on business performance, Premier Inn was given a BSI (Brand Strength Index) of 88.7 out of 100, beating rivals such as Holiday Inn and Hilton.

With total sales up 12.9% and like-for-like sales up 4.2% in 2015 and 2016, it marks a successful period for the hotel chain.

So, what exactly makes Premier Inn so strong? Here’s a breakdown of its BSI score along with some further insight into what it’s been doing right.

Familiarity and consumer confidence

As one of the first mass market UK hotel chains to be advertised on prime time television, Premier Inn has infiltrated the consumer mind-set as a go-to brand. By using high-profile celebrities in its TV ads, most notably with comedian Lenny Henry, it has further cemented itself into the consumer consciousness.

Alongside this sense of familiarity, Premier Inn has worked hard to instil a sense of confidence in consumers – and this has mainly been achieved by differentiating itself from the competition.

With its ‘great night’s sleep guaranteed’ pledge, it goes above and beyond the promise of convenience or value to offer something that all consumers crave from a night in a hotel – real comfort and a sense that it is a home away from home.

By using its partnership with Hypnos beds in this way, and even going as far as offering a money-back guarantee, it has been able to beat out similar chains that solely rely on factors like low cost.

Emotionally-led campaigns

Having established itself as a well-known and familiar brand, Premier Inn has widened its marketing approach to focus on more emotionally-led campaigns – recently using director Ben Wheatley for a new series of adverts.

‘Great Aunt Mabel’s Birthday’ – a decidedly Wes Anderson-inspired ad – portrays the experience of getting ready for a special birthday party, building on relatable family-driven elements to engage viewers.

Similarly, its ‘Working Girl’ ad depicts a different but similarly emotionally-driven experience of giving an important work presentation, which is conveniently made easier thanks to Premier Inn’s free Wi-Fi, unlimited breakfast and king-size Hypnos beds.

With an emotional response reported to have a far greater influence on a consumer’s intent to purchase than the ad’s content – by a factor of 3-to-1 for television commercials – Premier Inn’s decision to veer into this territory is likely to resonate with consumers.

What’s more, it aims to show the brand in a fresh and multi-faceted light, removing the perception that it’s only about a good night’s sleep.

Value-for-money and employee focus

With value-for-money having a direct influence on consumer satisfaction, Premier Inn’s commitment to offering a quality service for less appears to be at the heart of its success. But more than this, it is its ability to strike a balance between value and quality which sets it apart – and a reason why it has also ranked consistently highly on YouGov’s BrandIndex.

Lastly, with staff satisfaction and corporate reputation contributing to brand strength, Premier Inn’s commitment to equality is also worth a mention.

As well as a student placement scheme, the brand runs the Premier Inn Hospitality Apprenticeship programme to recruit people from diverse class backgrounds, regardless of academic achievement. The chain employs around 700 apprentices in the UK at any one time, offering the opportunity for apprentices to rise up the ranks and even run hotels or large teams at corporate level.

In doing so, it has demonstrated its position as a fair and socially-aware employer, undoubtedly contributing to its status as a powerful brand.

Related reading:

• Which hotel sites offer the best user experience?
• How hotels can personalize the customer experience to compete with Airbnb
• How hotels can create a more convenient customer experience

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Marketing in Hospitality: A Comprehensive Analysis of Premier Inn's Strategies

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Premier Inn Hotel SWOT and PESTLE Analysis

1.0 introduction.

Premier Inn Hotel is currently the biggest brand in the U.K hospitality sector. The vastness of the hotel is based on its more than 800 hotels with an approximated 72,000 rooms across various regions (Whitbread Website, 2021). Operations of Premier Inn Hotel have been concentrated on airports, suburbs, and uptown areas for strategic customer service delivery. According to history, the hotel was started as a Travel Inn before upgrading to the current brand. Over time, the hotel has improved its structural designs meeting the latest architectural hotel demands of clients. The hotel has majored in setting sustainability goals especially in environment conservation. In return, clients have been able to easily rest within the hotels’ various outlets experiencing a positive impact. Improved service delivery has met both the client and staff needs making the brand the largest hotel in the U.K. hotel details reveal improved customer satisfaction and limited staff turnover.

Also, Premier Inn Hotel operates in accordance with the stipulated laws and social regulations. Daily challenges associated with both internal and external factors have influenced the hotel operations either positively or negatively. Analysing the Premier Inn Hotel organizational structure, business environment, SWOT and PESTLE factors during COVID-19 have negatively impacted the business.

2.0 Premier Inn Hotel Organizational Structure

A tall organisation structure is one of the major organizational structures in Premier Inn Hotel. The structure has brought along with several benefits enabling the brand to remain top in demand within the hotel industry. Managers have been given the mandate to run each site while being supported by departmental heads and employees. Use of technology has enabled the hotel to have both legal and general service data easily accessible to every staff member. Effective use of the intranet has enabled top management officials to be readily available in handling employee challenges (Breznik et al., 2021). Work-related advice or help could be easily provided immediately an employee contacts appropriate level personnel. Such a model has been shared across every business owned and operated by Whitbread, the mother company of Premier Inn Hotel (Whitbread Website, 2021). Every department has a professional head who is experienced and qualified. Therefore, responsibilities are distributed in accordance with specialization and experience. The results as seen in tall structure models entail improved performance and results.

Besides, low level efficiency amongst employees has been easily obtained by Premier Inn Hotel. Communication in the tall organizational structure allows employees to solve a challenge before forwarding it to the appropriate managerial personnel. However, such a communication protocol does not quickly handle complex issues. Top managers are presumed to having the best experience and knowledge. A long chain of command is evident slowing down challenge solving time. Every department and Premier Inn Hotel having some administrative representative indicates a large number of personnel. Increased cost is applied to ensure the tall structure has been effectively rolled out within various sites of the hotel brand. The general manager has a large number of people to oversight increasing the workload. On the other hand, employees may take a long period of time to directly get involved with their top management.

3.0 Premier Inn Hotel Business Environment Analysis

The business environment involves every internal or external factor that has either indirect or direct impact on a business’ daily operations. A regional variation due to population, culture and U.K government regulations creates a difference in the involved factors. A list of the involved factors includes; cultural believes, politics, organizational structural management styles, amongst others.

3.1 SWOT Analysis

SWOT analysis entails an organizational study aimed at identifying weaknesses and strengths, together with existing and expected opportunities and threats. Below is the Premiere Inn Hotel SWOT Analysis aimed at regulating the COVID-19 negative impact on the daily operations of the hotel brand.

3.1.1 Strengths

The Premier Inn has several strengths including large numbers of numerous sites enabling customer satisfaction. A variety of services easily accessed online would enable customers to meet their financial needs especially under the financial struggles brought about by COVID-19(George, 2021) . Environmental friendly services would attract more clients with expectations of healthy environments limiting COVID-19 transmissions.

3.1.2 Weaknesses

The hotel does not enjoy a global presence like other international hotel chains. During COVID-19, people are increasingly using hotels due to the variety of services available missed at homes. Also, the hotel is having increased competition hence limited a return since movements of people under COVID-19 is restricted (George, 2021). People are sometimes left with localized options compared to their preference for the Premier Inn Hotel sites.

3.1.3 Opportunities

Premier Inn has three major opportunities. First, the brand has a variety of strategic mergers across different regions in Europe and the globe especially German and Ireland. Another opportunity is digital marketing by making good use of the advanced technology in Europe and other parts of the globe. Lastly is the opportunity to commercialise positive customer experience out of quality provided customer care in various sites. Increased returns under the COVID-19 pandemic are expected if the opportunities are well utilized.

3.1.4 Threats

Increased competition is coming up every day from hotels and private accommodation businesses like Airbnb. Competing hotels include; Padstow Townhouse, Bovey Castle, The St. Mawes Hotel, among others. The Premier Inn Hotel is having increased customer complaints through data breaching which is likely to negatively taint the hotel brand.

3.2 PESTLE Analysis

PESTEL Analysis entails an effective framework applied by organizations aimed at assessing external environment factors that include; environmental, legal, technological, political, social, and economic factors according to (Matovic, 2020).

3.2.1 Political Factors

The hospitality industry in the U.K greatly relies on legislations passed by the law makers in parliament. Taxes, competition, and immigration laws have a direct influence on the daily operations of the Premier Inn Hotel (Tan & Despotis, 2021). The current legislation that has hit most the hotel industry involves COVID-19 pandemic travel advisories. Many tourists and local residents have been discouraged from using the hotel facility through limited movement covid-19 regulations. Low taxes have enabled Premier Inn Hotel to sustain the negative covid-19 impact.

3.2.2 Economic Factors

Economic difficulties, a strong British Sterling Pound, COVID-19 lockdown and restrictions have limited Premier Inn Hotel bookings (Jones & Comfort, 2021). However, some tourists in need for high end hotels have managed to book in the hotel due to relaxed travel advisories currently by the U.K government. Visitors are still discouraged to spend in luxury hotels like Premier Inn Hotel due to the strong pound.

3.2.3 Social Factors

Socio-economic challenges currently in the U.K entail preference of people on private accommodations over hotels. Premier Inn Hotel has lost a number of clients to Airbnb (Löw & Lüth, 2021). In response, the hotel has met some of the client needs by adding more services. Expected services include; gyms, and massage parlors that have attracted more young people into the hotel.

3.2.4 Technological Factors

Advanced technology like the use of 5G has enabled Premier Inn Hotel to increase booking and other online customer services. Guests are experiencing online interactions increasing the hotels’ preference. On the other hand, data privacy is getting breached through hacking regularly exposing client private information to wrong entities (Bharwani & Mathews, 2021). High end clients have increased worries of their safety due to unsecure online hotel operations.

3.2.5 Legal Factors

Variations in the legal environment have brought about continued legal challenges in the Premier Inn Hotel daily operations. The common legal issue entails data breaching fines through the hotel’s online services. Clients have continually complained using the General Data Protection Regulation Act that protects U.K residents and visitors from data breach (Tammburri, 2020). On the other hand, the hotel has attracted visitors through its observance of the Gas Safety Act, Health and Safety Acts hence quality service delivery to its customers.

3.2.6 Environment Factors

Smart technology use by the Premier Inn Hotel has reduced the U.K pressure on available resources. Amongst the applied environmentally friendly factors entail energy-saving lights solar energy, and water-efficient showers (Giousmpasoglou & Hua, 2020). Many visitors have been attracted to the hotel due to eco-friendly energy use. Currently, it is the hotel experiencing global warming effects from other sources and not its operations.

4.0 Conclusion

In summary, the Premier Inn hotel is the largest brand in the U.K with more than 800 hotels. Increased numbers of hotel rooms has earned the hotel brand adequate branding across the U.K and other European regions. Increased competition and failure to have many sites globally is making the brand receive limited profits during the COVID-19 pandemic. An available opportunity entails providing a variety of services on existing hotel sites. The major threat is customer dissatisfaction especially on data breaching. Under the PESTLE analysis model, The Premier Inn Hotel has received tax exemptions due to COVID-19 pandemic. However, U.K government regulations restricted tourists and locals from movement limiting the hotel operations. A strong British Pound limited the number of tourists using the hotel services. Private demands for accommodation have driven away many hotel clients. Additional services like gym and massage parlor have attracted young clients to the hotel. Data breaching has cost the hotel government fines. Improved technology has facilitated online hotel services. Use of environment friendly energy sources has made the hotel more attractive to customers.

Bharwani, S. and Mathews, D., 2021. Techno-business strategies for enhancing guest experience in luxury hotels: a managerial perspective.  Worldwide Hospitality and Tourism Themes . https://doi.org/10.1108/WHATT-09-2020-0121

Breznik, K., Law, K. and Gorenak, M., 2021. Hotel Branding Exposed: a Content Analysis of Related Organisational Values.  Organizacija ,  54 (3), pp.180-191. http://10.0.9.174/orga-2021-0012

George, R., 2021. Tourism and Hospitality Marketing Principles. In  Marketing Tourism and Hospitality  (pp. 3-31). Palgrave Macmillan, Cham. DOI https://doi.org/10.1007/978-3-030-64111-5_1

Giousmpasoglou, C. and Hua, T.T., 2020. The Use of Self-Service Technologies in Budget Hotels: The Case of Bournemouth.  European Journal of Tourism, Hospitality and Recreation ,  10 (3), pp.251-261. https://doi.org/10.2478/ejthr-2020-0022

Jones, P. and Comfort, D., 2021. Modern Slavery Statements and Leading UK Hotel Companies.  Athens Journal of Tourism ,  8 (3), pp.147-162. https://doi.org/10.30958/ajt.8-3-1

Löw, F. and Lüth, H., 2021.  Quality Signals on Airbnb: A Hedonic Regression Approach  (No. 189/2021). https://www.hsu-hh.de/fgvwl/forschung

Matovic, I.M., 2020. PESTEL Analysis of External Environment as a Success Factor of Startup Business.  ConScienS , p.96. https://econpapers.repec.org/RePEc:smo:conswp:015im

Tamburri, D.A., 2020. Design principles for the General Data Protection Regulation (GDPR): A formal concept analysis and its evaluation.  Information Systems ,  91 , p.101469. https://doi.org/10.1016/j.is.2019.101469

Tan, Y. and Despotis, D., 2021. Investigation of efficiency in the UK hotel industry: A network data envelopment analysis approach.  International Journal of Contemporary Hospitality Management . https://doi.org/10.1108/IJCHM-07-2020-0641

Whitbread PLC, 2021. About US https://www.whitbread.co.uk/about-us/our-brands/

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Premier Inn pins recovery hopes on marketing with ‘invest to win’ strategy

Premier Inn owner Whitbread plans to capitalise on “pent-up demand” for staycations by investing £20m into UK marketing, with a particular focus on broadening its digital reach.

With the nation under lockdown and unable to travel for the majority of the past 12 months, Whitbread posted a loss of £1bn for the 2020/21 financial year.

However, the company is forecasting a “significant bounce in leisure demand” as the vaccination programme progresses and travel restrictions ease in the UK from mid-May. It will therefore be investing £20m into marketing over the next financial year.

At the forefront of that investment is Premier Inn’s first major brand building campaign for three years, ‘Rest Easy’, which launched earlier this month after being delayed by Covid.

The campaign, which was created by Leo Burnett, features the voice of Sir Lenny Henry, who Premier Inn says has become “synonymous” with its brand. The ads highlight the ease of the Premier Inn customer experience, from booking to bed.

The multichannel campaign saw Premier Inn return to TV screens, as well as covering outdoor, radio, print, digital and social media. According to Whitbread CEO Alison Brittain, its goal is to reinforce brand consideration for both Premier Inn’s leisure and business guests.

Speaking on an investor webcast, Brittain said Premier Inn is keen to broaden its digital reach and has been ensuring its visibility across search partners.

“Our direct distribution model means we own our customer relationships, enabling us to deliver more relevant direct digital marketing,” she said, adding that customers are then able to book through Premier Inn’s new website, which is driving higher conversion rates through a “significantly improved” user experience.

Whitbread’s focus on marketing comes as part of its “investing to win” strategy. The business expects to invest over £350m of capital this year, in commercial initiatives, room refurbishments and more. However, it still intends to cut £100m in costs.

The strength of the brand

After seeing sales tumble by more than 70%, Whitbread said last year was the “most challenging in our 279-year history”. Recent lockdowns saw its hotels at just 23% of potential occupancy in January and 29% in February.

However, in its full-year trading statement, Brittain points to the strength of the Premier Inn brand as it looks towards recovery.

“Our ability to navigate through this period, with the advantages of our unique operating model, the strength of the Premier Inn brand, and our market-leading direct distribution model, has enabled us to continue to deliver strong market share gains in the UK,” she says.

Premier Inn’s CMO on waking up the ‘dormant’ brand

Whitbread says it will continue to grow and innovate by using the “powerful competitive advantages” of its brand alongside its broad customer reach, while capitalising on the “enhanced structural opportunities” that will exist post-Covid. Those “structural opportunities” include a reduced competitive set, as the business expects to see the independent sector diminish as a result of the pandemic’s financial toll.

The company also points to the most recent YouGov hotel brand index survey, in which Premier Inn came out top for customer satisfaction, impression, value and likelihood-to-recommend.

Meanwhile in Germany, where Whitbread is trying to replicate its UK business model, the business plans to turn its focus to brand building, hoping to drive brand awareness with nationwide marketing campaigns, while new B2B corporate relationships supplement effective localised brand campaigns.

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Medieval history

Modern history, administrative and municipal status, demographics, transportation, notable people, twin towns and sister cities, external links.

Astrakhan was formerly the capital of the Khanate of Astrakhan (a remnant of the Golden Horde ) of the Astrakhan Tatars , and was located on the higher right bank of the Volga, seven miles (11   km) from the present-day city. Situated on caravan and water routes, it developed from a village into a large trading centre, before being conquered by Timur in 1395 and captured by Ivan the Terrible in 1556 and in 1558 it was moved to its present site.

The oldest economic and cultural center of the Lower Volga region, [16] it is often called the southernmost outpost of Russia, [17] and the Caspian capital. [18] [19] The city is a member of the Eurasian Regional Office of the World Organization United Cities and Local Governments . [20] The great ethnic diversity of its population gives a varied character to Astrakhan. The city is the center of the Astrakhan metropolitan area .

The name is a corruption of Hashtarkhan, itself a corruption of Haji Tarkhan ( حاجی‌ ترخان )—a name amply evidenced in the medieval writings. Tarkhan is possibly a Turco-Mongolian title standing for "great khan ", or "king", while haji or hajji is a title given to one who has made the Islamic requisite of pilgrimage to Mecca . Together, they denoted "the king who has visited Mecca". [ citation needed ] The city has given its name to the particular pelts from young karakul sheep , and in particular to the hats traditionally made from the pelts. [ citation needed ]

Colloquially, the city is known by the short form Astra . Another popular nickname is The Caspian Capital . [ citation needed ]

Astrakhan is in the Volga Delta , which is rich in sturgeon and exotic plants. The fertile area formerly contained the capitals of Khazaria and the Golden Horde . Astrakhan was first mentioned by travelers in the early 13th century as Xacitarxan . Tamerlane burnt it to the ground in 1395 during his war with the Golden Horde . From 1459 to 1556, Xacitarxan was the capital of Astrakhan Khanate by the Astrakhan Tatars . The ruins of this medieval settlement were found by archaeologists 12   km upstream from the modern-day city.

Starting in A.D. 1324, Ibn Battuta , the famous Berber Muslim traveler, began his pilgrimage from his native city of Tangier , present-day Morocco to Mecca. Along the 12,100-kilometer (7,500   mi) trek, which took nearly 29 years, Battuta came in contact with many new cultures, which he writes about in his diaries. One specific country that he passed through on his journey was the Golden Horde ruled by the descendants of Genghis Khan , located on the Volga River in southern Russia; which Battuta refers to as the river Athal. He then claims the Athal is, "one of the greatest rivers in the world". In the winter, the Khan stays in Astrakhan. Due to the cold water, Özbeg Khan ordered the people of Astrakhan to lay many bundles of hay down on the frozen river. He does this to allow the people to travel over the ice. When Battuta and the Khan spoke about Battuta visiting Constantinople, which the Khan granted him permission to do, the Khan then gifted Battuta with fifteen hundred dinars, many horses, and a dress of honor. [21] [22]

In 1556, the khanate was conquered by Ivan the Terrible , who had a new fortress, or kremlin , built on a steep hill overlooking the Volga in 1558. This year is traditionally considered to be the foundation of the modern city. [3]

In 1569, during the Russo-Turkish War , Astrakhan was besieged by the Ottomans, who had to retreat in disarray. A year later, the Ottoman sultan renounced his claims to Astrakhan, thus opening the entire Volga River to Russian traffic. [ citation needed ] The Ottoman Empire , though militarily defeated, insisted on safe passage for Muslim pilgrims and traders from Central Asia as well as the destruction of the Russian fort on the Terek River . [23] In the 17th century, the city was developed as a Russian gate to the Orient. Many merchants from Armenia , Safavid Persia , Mughal India , [24] [25] and Khivan Khanate settled in the town, giving it a cosmopolitan character.

For seventeen months in 1670–1671, Astrakhan was held by Stenka Razin and his Cossacks . Early in the following century, Peter the Great constructed a shipyard here and made Astrakhan the base for his hostilities against Persia, and later in the same century Catherine the Great accorded the city important industrial privileges. [26]

The city was held from 1707 by the Cossacks under Kondraty Bulavin during the Bulavin Rebellion until they were defeated the next year. A Kalmuck khan laid an abortive siege to the kremlin several years before that.

In 1717, it became the seat of Astrakhan Governorate , whose first governors included Artemy Petrovich Volynsky and Vasily Nikitich Tatishchev . Six years later, Astrakhan served as a base for the first Russian venture into Central Asia . In 1702, 1718 and 1767, it suffered severely from fires; in 1719 it was plundered by the Safavid Persians; and in 1830, cholera killed much of the populace. [26]

The Astrakhan Kremlin was built from the 1580s to the 1620s from bricks taken from the site of Sarai Berke . Its two impressive cathedrals were consecrated in 1700 and 1710, respectively. Built by masters from Yaroslavl , they retain many traditional features of Russian church architecture, while their exterior decoration is definitely baroque .

In March 1919 after a failed workers' revolt against Bolshevik rule, 3,000 to 5,000 people were executed in less than a week by the Cheka under orders from Sergey Kirov . Some victims had stones tied around their necks and were thrown into the Volga. [27] [28]

During Operation Barbarossa , the German invasion of the Soviet Union in 1941, the A-A line running from Astrakhan to Arkhangelsk was to be the eastern limit of German military operation and occupation. The plan was never carried out, as Germany captured neither the two cities nor Moscow . In the autumn of 1942, the region to the west of Astrakhan became one of the easternmost points in the Soviet Union reached by the invading German Wehrmacht , during Case Blue , the offensive which led to the Battle of Stalingrad . Light armored forces of German Army Group A made brief scouting missions as close as 35   km to Astrakhan before withdrawing. In the same period, elements of both the Luftwaffe 's KG 4 and KG 100 bomber wings attacked Astrakhan, flying several air raids and bombing the city's oil terminals and harbor installations.

In 1943, Astrakhan was made the seat of a Soviet oblast within the RSFSR . The oblast was retained as a national province of the independent Russian Federation in the 1991 administrative reshuffle after the dismemberment of the Soviet Union .

In the present day, Astrakhan is a large industrial centre of the Volga country, Russia, with a population of over 500,000. Starting nearly 400 years ago and continuing to the present day, Astrakhan has been Russia's main center of fish processing. The market for fish is a large component of the economy in this city. [29]

Owing to shared Caspian borders, Astrakhan recently has been playing a significant role in the relations between Russia and Azerbaijan. As the latter's government has been heavily investing into the wellbeing of the city, Astrakhan has recently begun to symbolize the friendship between both countries. In 2010 a bridge was constructed with donations from Azerbaijan, which was named "Bridge of Friendship". [30] Moreover, Azerbaijani government sponsored secondary school number 11, which carries the name of the national leader Heydar Aliyev , as well as a children's entertainment center named "Dream". [31] Apart from that, a park has been built in the center of Astrakhan which is dedicated to friendship between the two countries. In the last 5 years Astrakhan has been visited by top Azerbaijani delegations on several occasions. [32] [33] [34] [35]

After fraud was alleged in the mayoral election of 2012 and the United Russia candidate was declared the winner, organizers of the 2011–2012 Russian protests supported the defeated candidate, Oleg V. Shein of Just Russia , in a hunger strike . Protestors, buoyed by celebrities who support the reform movement, attracted 5,000 people to a rally on April 14. [36]

Astrakhan is the administrative center of the oblast . [10] Within the framework of administrative divisions , it is incorporated as the city of oblast significance of Astrakhan —an administrative unit with the status equal to that of the districts . [1] As a municipal division , the city of oblast significance of Astrakhan is incorporated as Astrakhan Urban Okrug . [11]

The city of Astrakhan is further subdivided into four administrative districts: Kirovsky, Leninsky, Sovetsky and Truskovsky.

Astrakhan is the archiepiscopal see of one of the metropolitanates and (as Astrakhan and Yenotayevka) eparchies of the Russian Orthodox Church , its only other suffragan being Akhtubinsk. [ citation needed ] There is also a Catholic community, served by the Church of the Assumption of Mary (Astrakhan) . There is also a substantial Muslim population made up of Astrakhan Tatars and other Muslims. [37] At 1777 the white Mosque was built, [38] and the Baku Mosque was built in 1907–1909.

According to the results of the 2021 Census, the population of Astrakhan was 475,629. [15]

At the time of the official 2021 Census, the ethnic makeup of the city's population was: [39]

The city lies on two banks of the Volga, in the upper part of the Volga Delta, on eleven islands of the Caspian Depression, 60 miles (100 km) from the Caspian Sea. At an elevation of 28 meters (92 ft) below sea level, it is the lowest city in Russia.

Astrakhan features a continental cold desert climate ( Köppen climate classification : BWk ) with cold winters and hot summers. Astrakhan is one of the driest cities in Europe. Rainfall is scarce but relatively evenly distributed throughout the course of the year with, however, more precipitation (58%) in the hot season (six hottest months of the year).

The below sea-level elevation and long distance from the ocean of Astrakhan significantly influences the climate. Winters are cold with average January temperature -3.6 °С (25.5 °F). Summer temperatures in Astrakhan are one of the highest in Russia with average Jule temperature 26.1 °С (79 °F) and may reach 40 °С (104 °F) and higher. The summers are much hotter than found further west on similar latitude in Europe and worldwide for 46°N with the notable exception of the interior Pacific Northwest of the United States. [ citation needed ] The mean annual temperature amplitude (difference between the mean monthly temperatures of the hottest and coldest months) is thus equal to 29.7 °С (85.5 °F) so the climate is truly continental. Spring and fall are basically transitional seasons between summer and winter.

Astrakhan has five institutions of higher education. Most prominent among these are Astrakhan State Technical University and Astrakhan State University .

The city is served by Narimanovo Airport named after Soviet Azerbaijani politician Nariman Narimanov . It is managed by OAO Aeroport Astrakhan. After its reconstruction and the building of the international sector, opened in February 2011, Narimanovo Airport is one of the most modern regional airports in Russia. There are direct flights between Astrakhan and Aktau , Istanbul , St. Petersburg and Moscow.

There is also a military airbase nearby ( Astrakhan (air base) ).

Astrakhan is linked by rail to the north ( Volgograd and Moscow), the east ( Atyrau and Kazakhstan ) and the south ( Makhachkala and Baku). There are direct trains to Moscow, Volgograd, Saint Petersburg , Baku , Kyiv , Brest and other towns. Intercity and international buses are available as well. Public local transport is mainly provided by buses and minibuses called marshrutkas . Until 2007 there were also trams, and until 2017 trolleybuses.

• Luara Hayrapetyan , singer
• Boris Kustodiev , painter
• Joseph Deniker , naturalist and anthropologist
• Ilya Ulyanov , father of Aleksandr Ulyanov and Vladimir Lenin .
• Rinat Dasayev , association football player
• Marziyya Davudova , actress
• Velimir Khlebnikov , poet
• Emiliya Turey , handball player
• Andrei Belyanin , science fiction writer
• Dmitri Dyuzhev , actor
• Maksim Gleykin , former professional football player
• Vasily Trediakovsky , academic, poet, translator
• Tamara Milashkina , soprano
• Valeria Barsova , soprano
• Maria Maksakova, Sr. , mezzo-soprano
• Elena Nikitina , skeleton racer
• Yelena Shalamova , rhythmic gymnast
• Natalia Sokolovskaya , pianist and composer
• Nikolai Petrovich Skarzhinsky Russian Cossack Lieutenant decorated at the Battle of Borodino . [42]
• Pytor Mikhailovich Skarzhinsky Russian general and governor of Astrakhan. [43]

Astrakhan is twinned with:

• Astrakhan Jews
• Astrakhan Tatars

Related Research Articles

Privolzhsky District is the name of several various districts in Russia. The name literally means "something near the Volga".

Krasnoyarsky District is the name of several administrative and municipal districts in Russia:

Akhtubinsk is a town and the administrative center of Akhtubinsky District in Astrakhan Oblast, Russia, located on the left bank of the Akhtuba River, 292 kilometers (181 mi) north of Astrakhan, the administrative center of the oblast. Population: 41,853 (2010 Russian census) ; 45,542 ; 50,261 (1989 Soviet census) ; 30,000 (1968).

Znamensk is a closed town in Astrakhan Oblast, Russia. Population: 29,401 (2010 Russian census) , 24,628

Narimanov is a town and the administrative center of Narimanovsky District in Astrakhan Oblast, Russia, located on the western bank of the Volga River, 48 kilometers (30 mi) northwest from Astrakhan, the administrative center of the oblast. Population: 11,521 (2010 Russian census) ; 11,202 (2002 Census) ; 11,084 (1989 Soviet census) ; 3,400 (1979).

Kamyzyak is a town and the administrative center of Kamyzyaksky District in Astrakhan Oblast, Russia, located on the Kamyzyak River, 27 kilometers (17 mi) south of Astrakhan, the administrative center of the oblast. Population: 16,314 (2010 Russian census) ; 16,052 (2002 Census) ; 15,084 (1989 Soviet census) .

Volodarsky District is the name of several administrative and municipal districts in Russia. The districts are generally named after V. Volodarsky, a Russian revolutionary and politician.

Chernoyarsky District is an administrative and municipal district (raion), one of the eleven in Astrakhan Oblast, Russia. It is located in the north of the oblast. The area of the district is 4,217.99 square kilometers (1,628.58 sq mi). Its administrative center is the rural locality of Chyorny Yar. As of the 2010 Census, the total population of the district was 20,220, with the population of Chyorny Yar accounting for 38.5% of that number.

Ikryaninsky District is an administrative and municipal district (raion), one of the eleven in Astrakhan Oblast, Russia. It is located in the south of the oblast. The area of the district is 1,950 square kilometers (750 sq mi). Its administrative center is the rural locality of Ikryanoye. As of the 2010 Census, the total population of the district was 47,759, with the population of Ikryanoye accounting for 21.0% of that number.

Limansky District is an administrative and municipal district (raion), one of the eleven in Astrakhan Oblast, Russia. It is located in the southwest of the oblast. The area of the district is 5,234 square kilometers (2,021 sq mi). Its administrative center is the urban locality of Liman. As of the 2010 Census, the total population of the district was 31,952, with the population of Liman accounting for 28.2% of that number.

Privolzhsky District is an administrative and municipal district (raion), one of the eleven in Astrakhan Oblast, Russia. It is located in the south of the oblast. The area of the district is 840.9 square kilometers (324.7 sq mi). Its administrative center is the rural locality of Nachalovo. Population: 43,647 (2010 Russian census) ; 38,649 ; 38,575 (1989 Soviet census) . The population of Nachalovo accounts for 12.5% of the district's total population.

Volodarsky District is an administrative and municipal district (raion), one of the eleven in Astrakhan Oblast, Russia. It is located in the south of the oblast. The area of the district is 3,883 square kilometers (1,499 sq mi). Its administrative center is the rural locality of Volodarsky. Population: 47,825 (2010 Russian census) ; 47,351 ; 46,638 (1989 Soviet census) . The population of the administrative center accounts for 20.9% of the district's total population.

Yenotayevsky District is an administrative and municipal district (raion), one of the eleven in Astrakhan Oblast, Russia. It is located in the west of the oblast. The area of the district is 6,300 square kilometers (2,400 sq mi). Its administrative center is the rural locality of Yenotayevka. Population: 26,786 (2010 Russian census) ; 27,625 ; 29,093 (1989 Soviet census) . The population of Yenotayevka accounts for 28.4% of the district's total population.

Kharabali is a town and the administrative center of Kharabalinsky District in Astrakhan Oblast, Russia, located on the left bank of the Akhtuba River 142 kilometers (88 mi) northwest of Astrakhan, the administrative center of the oblast. Population: 18,117 (2010 Russian census) ; 18,296 (2002 Census) ; 18,566 (1989 Soviet census) .

Ikryanoye is a rural locality and the administrative center of Ikryaninsky District of Astrakhan Oblast, Russia. Population: 10,036 (2010 Russian census) ; 9,925 (2002 Census) ; 9,629 (1989 Soviet census) .

Krasny Yar is a rural locality and the administrative center of Krasnoyarsky District of Astrakhan Oblast, Russia. Population: 11,824 (2010 Russian census) ; 10,926 (2002 Census) ; 10,875 (1989 Soviet census) .

Nachalovo is a rural locality and the administrative center of Privolzhsky District of Astrakhan Oblast, Russia. Population: 5,451 (2010 Russian census) ; 4,830 (2002 Census) ; 3,922 (1989 Soviet census) .

Volodarsky is a rural locality and the administrative center of Volodarsky District of Astrakhan Oblast, Russia. Population: 10,005 (2010 Russian census) ; 9,553 (2002 Census) ; 9,326 (1989 Soviet census) .

Volgo-Kaspiysky is an urban-type settlement in Kamyzyaksky District of Astrakhan Oblast, Russia. Population: 2,581 (2010 Russian census) ; 2,674 (2002 Census) ; 3,088 (1989 Soviet census) .

Kirovsky is an urban-type settlement in Kamyzyaksky District of Astrakhan Oblast, Russia. Population: 2,249 (2010 Russian census) ; 2,259 (2002 Census) ; 2,446 (1989 Soviet census) .

• 1 2 3 4 5 Law #67/2006-OZ
• ↑ Decision #123
• ↑ Charter of Astrakhan, Article   35
• ↑ Charter of Astrakhan, Article   32
• ↑ Official website of Astrakhan. Head of the City Administration Archived May 9, 2015, at the Wayback Machine (in Russian)
• ↑ Russian Institute of Urban Planning. Генеральный план города Астрахань. Основные технико-экономические показатели. Archived October 2, 2013, at the Wayback Machine ( General Plan of the City of Astrakhan. Main Technical Economical Measures ). (in Russian)
• ↑ Russian Federal State Statistics Service (2011). Всероссийская перепись населения 2010 года. Том   1 [ 2010 All-Russian Population Census, vol.   1 ] . Всероссийская перепись населения 2010   года [2010 All-Russia Population Census] (in Russian). Federal State Statistics Service .
• ↑ Astrakhan Oblast Territorial Branch of the Federal State Statistics Service . Население Archived March 5, 2016, at the Wayback Machine ( Population ) (in Russian)
• 1 2 Charter of Astrakhan Oblast, Article   9
• 1 2 3 Law #43/2004-OZ
• ↑ "Об исчислении времени" . Официальный интернет-портал правовой информации (in Russian). 3 June 2011 . Retrieved 19 January 2019 .
• ↑ Почта России. Информационно-вычислительный центр ОАСУ РПО. ( Russian Post ). Поиск объектов почтовой связи ( Postal Objects Search ) (in Russian)
• ↑ Charter of Astrakhan, Article   6
• 1 2 "Оценка численности постоянного населения по субъектам Российской Федерации" . Federal State Statistics Service . Retrieved 26 March 2023 .
• ↑ "Официальный сайт органов местного самоуправления" . Archived from the original on 11 December 2013 . Retrieved 14 May 2023 .
• ↑ "В военных подразделениях Астраханской области работают 35 тысяч специалистов — Российская газета — Спецвыпуск № 4762" . rg.ru . October 2008 . Retrieved 6 September 2017 .
• ↑ Howard Amos (17 July 2011). "Astrakhan" . themoscowtimes.com . Archived from the original on 19 September 2018 . Retrieved 18 September 2018 .
• ↑ "Gazprom dobycha Astrakhan to be major partner for Days of Spain in Russia within Astrakhan Oblast" . www.gazprom.com . 8 April 2011. Archived from the original on 25 July 2021 . Retrieved 18 September 2018 .
• ↑ "Публикации – Члены ОГМВ Евразия" . euroasia-uclg.ru . Retrieved 6 September 2017 .
• ↑ " Lands of the Golden Horde & the Chagatai: 1332 - 1333 Archived August 12, 2018, at the Wayback Machine ". University of California, Berkeley (UCB).
• ↑ Batuta, Ibn, and Samuel Lee. The Travels of Ibn Battuta in the Near East, Asia and Africa. pp79
• ↑ Janet Martin, Medieval Russia:980-1584 , 356.
• ↑ "Astrakhan's India Connection" . 16 March 2020.
• ↑ Staff, Homegrown (8 June 2021). "Fascinating Accounts Of Indians In Russia Dating Back To The 17th Century" . Homegrown . Retrieved 14 May 2023 .
• ↑ [books.google.com.sg/books?id=00o2eO8w06oC&pg=PA5]
• ↑ "Archived copy" . Archived from the original on December 22, 2011 . Retrieved March 12, 2012 . {{ cite web }} : CS1 maint: archived copy as title ( link )
• ↑ "Astrakhan" . russia.rin.ru . Retrieved 14 May 2023 .
• ↑ "Heydar Aliyev Foundation - Azerbaijan-Russia Friendship Bridge in Astrakhan" . heydar-aliyev-foundation.org . Retrieved 6 September 2017 .
• ↑ "Azerbaijan, Russian Astrakhan mull relations" . azernews.az . 12 May 2014 . Retrieved 6 September 2017 .
• ↑ APA Information Agency, APA Holding. "APA - Presidents of Azerbaijan and Russia met in Astrakhan - PHOTO" . en.apa.az . Retrieved 6 September 2017 .
• ↑ "News.Az - Azerbaijani first lady Mehriban Aliyeva receives Astrakhan Oblast Order of Merit" . news.az . Retrieved 6 September 2017 .
• ↑ "tass.ru/en/world/699466" . tass.ru . Retrieved 6 September 2017 .
• ↑ "Гейдар Алиев на полях сражений Ивана Грозного - астраханские записки Эйнуллы Фатуллаева" . Haqqin . 19 April 2015 . Retrieved 6 September 2017 .
• ↑ David M. Herszenhorn (14 April 2012). "Moscow Protesters Take Their Show on the Road" . The New York Times . Retrieved 15 April 2012 .
• ↑ "TATAR MUSLIM COMMUNITY OF ASTRAKHAN IN THE EARLY TWENTIETH CENTURY" . Retrieved 14 May 2023 .
• ↑ "White Mosque of Astrakhan attraction reviews - White Mosque of Astrakhan tickets - White Mosque of Astrakhan discounts - White Mosque of Astrakhan transportation, address, opening hours - attractions, hotels, and food near White Mosque of Astrakhan" .
• ↑ "Итоги::Астраханьстат" . Retrieved 26 March 2023 .
• ↑ "Pogoda.ru.net (Weather and Climate-The Climate of Astrakhan)" (in Russian). Weather and Climate . Retrieved 8 November 2021 .
• ↑ "Astrahan (Astrakhan) Climate Normals 1961–1990" . National Oceanic and Atmospheric Administration . Retrieved 3 November 2021 .
• ↑ "Генерал Скаржинский и его дети: неизвестное о представителях известного рода" . 19 November 2016.
• ↑ "رشت و آستارا خان خواهر خوانده شدند+ تصاویر | پایگاه خبری تحلیلی 8دی نیوز" . 8deynews.com (in Persian). 28 April 2014 . Retrieved 6 September 2017 .
• Государственная Дума Астраханской области.   Закон   №67/2006-ОЗ   от   4 октября 2006 г. «Об административно-территориальном устройстве Астраханской области», в ред. Закона №46/2017-ОЗ от   5 сентября 2017 г.   «О преобразовании муниципальных образований и административно-территориальных единиц "Лебяжинский сельсовет", "Образцово-Травинский сельсовет", "Полдневский сельсовет" и внесении изменений в Закон Астраханской области "Об установлении границ муниципальных образований и наделении их статусом сельского, городского поселения, городского округа, муниципального района" и Закон Астраханской области "Об административно-территориальном устройстве Астраханской области"». Вступил в силу   по истечении 10 дней со дня официального опубликования. Опубликован: "Сборник законов и нормативных правовых актов Астраханской области", №47, 19 октября 2006 г. (State Duma of Astrakhan Oblast.   Law   # 67/2006-OZ   of   October   4, 2006 On the Administrative-Territorial Structure of Astrakhan Oblast , as amended by the Law   # 46/2017-OZ of   September   5, 2017 On the Transformation of the Municipal Formations and the Administrative-Territorial Units of "Lebyazhinsky Selsoviet", "Obraztsovo-Travinsky Selsoviet", "Poldnevsky Selsoviet", and Amending the Law of Astrakhan Oblast "On Establishing the Borders of the Municipal Formations and on Granting Them the Status of Rural, Urban Settlement, Urban Okrug, Municipal District" and the Law of Astrakhan Oblast "On the Administrative-Territorial Structure of Astrakhan Oblast" . Effective as of   after ten days from the day of the official publication have passed.).
• Государственная Дума Астраханской области.   Закон   №43/2004-ОЗ   от   6 августа 2004 г. «Об установлении границ муниципальных образований и наделении их статусом сельского, городского поселения, городского округа, муниципального района», в ред. Закона №47/2017-ОЗ от   5 сентября 2017 г.   «О внесении изменений в Закон Астраханской области "Об установлении границ муниципальных образований и наделении их статусом сельского, городского поселения, городского округа, муниципального района"». Вступил в силу   через 10 дней со дня официального опубликования. Опубликован: "Астраханские известия", №34, 12 августа 2004 г. (State Duma of Astrakhan Oblast.   Law   # 43/2004-OZ   of   August   6, 2004 On Establishing the Borders of the Municipal Formations and on Granting Them the Status of Rural, Urban Settlement, Urban Okrug, Municipal District , as amended by the Law   # 47/2017-OZ of   September   5, 2017 On Amending the Law of Astrakhan Oblast "On Establishing the Borders of the Municipal Formations and on Granting Them the Status of Rural, Urban Settlement, Urban Okrug, Municipal District" . Effective as of   the day which is 10 days after the official publication.).
• Городская Дума муниципального образования "Город Астрахань".   Решение   №24   от   31 марта 2016 г. «Устав муниципального образования "Город Астрахань"», в ред. Решения №91 от   17 июля 2017 г.   «О внесении изменений в Устав муниципального образования "Город Астрахань"». Вступил в силу   22 апреля 2016 г. (за исключением отдельных положений). Опубликован: "Астраханский вестник", №15, 21 апреля 2016 г. (City Duma of the Municipal Formation of the "City of Astrakhan".   Decision   # 24   of   March   31, 2016 Charter of the Municipal Formation of the "City of Astrakhan" , as amended by the Decision   # 91 of   July   17, 2017 On Amending the Charter of the Municipal Formation of the "City of Astrakhan" . Effective as of   April   22, 2016 (with the exception of certain clauses).).
• Государственная Дума Астраханской области.   №21/2007-ОЗ   9 апреля 2007 г. «Устав Астраханской области», в ред. Закона №49/2017-ОЗ от   25 сентября 2017 г.   «О внесении изменения в статью   17 Устава Астраханской области». Вступил в силу   30 апреля 2007 г. (за исключением отдельных положений). Опубликован: "Сборник законов и нормативных правовых актов Астраханской области", №18, 19 апреля 2007 г. (State Duma of Astrakhan Oblast.   # 21/2007-OZ   April   9, 2007 Charter of Astrakhan Oblast , as amended by the Law   # 49/2017-OZ of   September   25, 2017 On Amending Article   17 of the Charter of Astrakhan Oblast . Effective as of   April   30, 2007 (with the exception of several clauses).).
• Городской Совет города Астрахани.   Решение   №123   от   1 ноября 2000 г. «Об утверждени гимна города Астрахани». (City Council of the City of Astrakhan.   Decision   # 123   of   November   1, 2000 On Adopting the Anthem of the City of Astrakhan . ).
• Kropotkin, Peter Alexeivitch (1911). "Astrakhan (town)"   . Encyclopædia Britannica . Vol.   2 (11th   ed.). p.   795.
• Official website of Astrakhan (in Russian)
• Directory of organizations in Astrakhan (in Russian)
• Old photos of Astrakhan
• Akhtubinsky
• Chernoyarsky
• Ikryaninsky
• Kamyzyaksky
• Kharabalinsky
• Krasnoyarsky
• Narimanovsky
• Privolzhsky
• Yenotayevsky

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