洲际酒店集团市场营销报告模板.doc

洲际酒店集团市场营销汇报

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Jeff Senior Vice President, InterContinental Brand

We are in the midst of the InterContinental journey

• • • InterContinental is a strong heritage brand Limited asset distribution in the United States Growth has traditionally been via the use of our own cash versus management and franchise Result: good hotels; limited distribution • Integration into InterContinental Hotels Group enterprise support only recently began to take place

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Growth Strategy for InterContinental

Key Driver of Growth Units Focus Comments

√ √

Historic focus on growth had required high IHG capital; now changing focus to use of third party funds Continue to improve revenue delivery via IHG enterprise value support, sharpened focus on new customers & consistent service delivery Seek to grow distribution ahead of any royalty rate rises

RevPAR

Royalty Rate

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Unit Growth

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Significant opportunities exist in InterContinental distribution in the US

140 locations -- 65 countries

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Smith Travel categorizes InterContinental in the Luxury segment

US Industry Luxury segment

PREFERRED RITZ-CARLTON FAIRMONT HOTEL LOEWS FOUR SEASONS

INTERCONTINENTAL

+ 25 %

10 yr trend Growth vs. Prior Year

W HOTEL

- 25 %

Supply

Demand

Revenues

Source: STR

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More specifically, we have positioned ourselves to compete between the luxury and upperupscale segments

Four Seasons Ritz-Carlton Luxury Premium

InterContinental

Fairmont Hyatt Westin Marriott Hilton Renaissance Crowne Plaza Sheraton Doubletree Radisson

Upper-Upscale

Upscale

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Our key competitors

Primary: • Hyatt • Marriott • Westin • Hilton • Fairmont Secondary: • Ritz Carlton • Four Seasons

Source: STR; note US only

InterContinental key competitors market share, US rooms

Renaissance 4.0% Marriott 21.3%

Westin 5.6% St. Regis 0.2% Ritz-Carlton 1.9% Four Seasons 1.2% Hyatt 9.6%

Hilton 14.2%

Other Luxury/Upper Upscale 41.1% InterContinental 0.9%

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InterContinental has grown faster than the upper-upscale segment but lags luxury

InterContinental US vs Luxury & Upper Upscale Segment Growth in Available Room Nights (Index = 100, CAGR with label)

Available Rooms Nights per annum (millions)

140 Luxury 7.0%

130

120

IC 4.7%

110

Upper Upscale 2.4%

100

90

80

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InterContinental has clear growth opportunity versus competitors

% of tracts in which brand is present

15%

10% 9%

5% 3% 2% 3%

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W es

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Source: STR

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Why an owner invests in InterContinental

• • • •

Brand availability
Asset appreciation Premium positioning high ADR IHG enterprise support

Decision is both rational Decision is both rational and emotional and emotional

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Who is the typical premium tier hotel owner

• Portfolio owners:

e.g., Tarsadia, Tishman, Marcus, Meristar, & Thayer Group

• Institutions:

e.g., Host Marriott, Strategic Capital, Oxford Capital, HPT, CNL, Walton Capital, JP Morgan, and Felcor

• Owners/developers:

e.g., Shamoian, Evers/Chateau Elan, Saunders/Lenox, Walsh/Ocean Properties

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Profile of a typical InterContinental

• • • • • • • • • • • Rooms: ADR: Occupancy: RevPAR: Rooms Revenue: Non Rooms Revenue: Total Revenue: Build cost/key: Location type: Meeting space: % Franchised: 350 - 450 $123 60% $74 $18 - 23m 40 - 60% of room revenue $27 - 35m $250 - 300k Primary 25,000sq ft 8%

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InterContinental has a portfolio of assets built up through different routes

Strategic approach IHG investment Non IHG investment Conversion Heritage asset Example InterContinental Buckhead Cleveland Conference Center InterContinental Toronto Willard InterContinental, Washington DC

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InterContinental growth strategies: RevPAR

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A look at the InterContinental Guest . . .

“The best kind of hotel service is discreet and respectful.”

“If you’re successful, you don’t need to shout about it.”

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A look at the InterContinental Guest . . .

• • • • • • •

71% Male; 29% Female Median age of 48 Employed by national and multinational companies 68% stay with InterContinental for business Regular users of premium hotels 42% travel at least once a month Average household income: $120,000 (represents 3% of US households)

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Brand positioning

For successful people who are quietly reshaping the world. InterContinental is the stylish, elegant hotel brand of today that makes guests feel special by providing services that uniquely understand and care for the needs of international travelers

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Unaided InterContinental brand awareness is comparable to Four Seasons and Westin

100

100 99 99 99 96 93 92 89

Aided brand awareness Unaided brand awareness

(stat tested at 95%) 76 73

Average = 74%

59

50

40 38 28 24

61

60 36

32 9 11 14 4 11 3 4 1 2 2 1

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Aided awareness is average for the category, but well below Aided awareness is average for the category, but well below key competitive brands. key competitive brands.

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U.S. guests have a high opinion of InterContinental with only Four Seasons held in higher regard

Average = 23% 'Excellent' rating

20%

25%

12%

27% 23% 28% 40% 16% 19% 32% 32% 28% 30%

42%

37% 40% 45% 33%

Excellent Very Good

30% 30% 3% 1% 36%

Good Fair Poor

4% 2% 11% 2%

21% 4% 1%

28% 5% 1%

20% 4% 1%

28% 13% 3% 3% 10% 1%

20% 5% 1%

Marriott

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Hilton

Sheraton

Hyatt

Westin

Inter Four Crowne Le Conti- Seasons Plaza Meridien nental

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What this brand is all about

International understanding. For internationally minded travelers seeking an aspirational, premium, hotel experience

• International hotel that originally defined international business travel • Prestigious, premium & distinctive products well located • Stylishly elegant • Caring, striving to make our guest’s stay welcoming, pleasant, and stress free

InterContinental is all about its InterContinental is all about its international cachet international cachet

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The most important ways we make that real are…

• Programs like In An Instant™, Global Connections™ and Around the Clock™ keep guests happy • Locations in major city centers where our guests do business and the world’s most desirable resort destinations • Employee training, property standards and amenities designed to ensure the expected level of guest service

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Brand Services

INSIDER CONCIERGE INSTANT SERVICES GLOBAL CONNECTORS 24 HOUR SERVICES LITTLE THINGS STANDARDS

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Priority Club Rewards contribution and system delivery rising strongly, enhancing offer to owners

InterContinental brand Priority Club Rewards contribution, -

20% 24% 15%

InterContinental brand reservation channels contribution, -

31%

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The InterContinental journey

• M anaged & Franchi grow t sed h

• Brand devel ent opm • Focus on m anagem ent & f ranchi se

• Rel aunch Brand • I egrat syst s nt e em 1998 • Acqui ton dri sii ve • Reposii ng toni

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Conclusions

• Large growth opportunity in US:

• Low distribution • One of the strongest brands still available • Good brand and enterprise delivery

• InterContinental already attracts premium customer base:

• InterContinental has premium heritage & image • Experience in understanding needs of premium travellers • Growing segment of travellers

• Clear plan to get there:

• • • • • New tight management & franchise discipline Brand standards PCR/enterprise contribution growth Leverage O&L flagships to gain distribution Flexibility & openness to creative deal making

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