洲际酒店集团市场营销报告Word文档格式.docx
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PREFERREDRITZ-CARLTONFAIRMONTHOTELLOEWSFOURSEASONS
INTERCONTINENTAL
+25%
10yrtrendGrowthvs.PriorYear
WHOTEL
-25%
Supply
Demand
Revenues
Source:
STR
-5-
Morespecifically,wehavepositionedourselvestocompetebetweentheluxuryandupperupscalesegments
FourSeasonsRitz-CarltonLuxuryPremium
InterContinental
FairmontHyattWestinMarriottHiltonRenaissanceCrownePlazaSheratonDoubletreeRadisson
Upper-Upscale
Upscale
-6-
Ourkeycompetitors
Primary:
•Hyatt•Marriott•Westin•Hilton•FairmontSecondary:
•RitzCarlton•FourSeasons
STR;
noteUSonly
InterContinentalkeycompetitorsmarketshare,USrooms
Renaissance4.0%Marriott21.3%
Westin5.6%St.Regis0.2%Ritz-Carlton1.9%FourSeasons1.2%Hyatt9.6%
Hilton14.2%
OtherLuxury/UpperUpscale41.1%InterContinental0.9%
-7-
InterContinentalhasgrownfasterthantheupper-upscalesegmentbutlagsluxury
InterContinentalUSvsLuxury&
UpperUpscaleSegmentGrowthinAvailableRoomNights(Index=100,CAGRwithlabel)
AvailableRoomsNightsperannum(millions)
140Luxury7.0%
130
120
IC4.7%
110
UpperUpscale2.4%
100
90
802000
2001
2002
2003
2004
-8-
InterContinentalhascleargrowthopportunityversuscompetitors
%oftractsinwhichbrandispresent
15%
10%9%
5%3%2%3%
lton
ssance
Hyat
easo
Wes
Ritz-Car
Renai
Fo
urS
Fa
irm
ont
IC
t
tin
ns
-9-
WhyanownerinvestsinInterContinental
••••
Brandavailability
AssetappreciationPremiumpositioninghighADRIHGenterprisesupport
DecisionisbothrationalDecisionisbothrationalandemotionalandemotional
-10-
Whoisthetypicalpremiumtierhotelowner
•Portfolioowners:
e.g.,Tarsadia,Tishman,Marcus,Meristar,&
ThayerGroup
•Institutions:
e.g.,HostMarriott,StrategicCapital,OxfordCapital,HPT,CNL,WaltonCapital,JPMorgan,andFelcor
•Owners/developers:
e.g.,Shamoian,Evers/ChateauElan,Saunders/Lenox,Walsh/OceanProperties
-11-
ProfileofatypicalInterContinental
•••••••••••Rooms:
ADR:
Occupancy:
RevPAR:
RoomsRevenue:
NonRoomsRevenue:
TotalRevenue:
Buildcost/key:
Locationtype:
Meetingspace:
%Franchised:
350-450$12360%$74$18-23m40-60%ofroomrevenue$27-35m$250-300kPrimary25,000sqft8%
-12-
InterContinentalhasaportfolioofassetsbuiltupthroughdifferentroutes
StrategicapproachIHGinvestmentNonIHGinvestmentConversionHeritageassetExampleInterContinentalBuckheadClevelandConferenceCenterInterContinentalTorontoWillardInterContinental,WashingtonDC
-13-
InterContinentalgrowthstrategies:
RevPAR
-14-
AlookattheInterContinentalGuest...
“Thebestkindofhotelserviceisdiscreetandrespectful.”
“Ifyou’resuccessful,youdon’tneedtoshoutaboutit.”
-15-
•••••••
71%Male;
29%FemaleMedianageof48Employedbynationalandmultinationalcompanies68%staywithInterContinentalforbusinessRegularusersofpremiumhotels42%travelatleastonceamonthAveragehouseholdincome:
$120,000(represents3%ofUShouseholds)
-16-
Brandpositioning
Forsuccessfulpeoplewhoarequietlyreshapingtheworld.InterContinentalisthestylish,eleganthotelbrandoftodaythatmakesguestsfeelspecialbyprovidingservicesthatuniquelyunderstandandcarefortheneedsofinternationaltravelers
-17-
UnaidedInterContinentalbrandawarenessiscomparabletoFourSeasonsandWestin
10099999996939289
AidedbrandawarenessUnaidedbrandawareness
(stattestedat95%)7673
Average=74%
59
50
40382824
61
6036
3291114411341221
Westin
Hilton
Hyatt
s
arlton
W
eraton
Fairmon
Season
riental
arrio
aza
ien
riL
erid
ontin
ang
M
C
Ritz
terC
Cro
Aidedawarenessisaverageforthecategory,butwellbelowAidedawarenessisaverageforthecategory,butwellbelowkeycompetitivebrands.keycompetitivebrands.
and
In
arin
Le
Sh
ur
Peni
ne
w
O
nsu
Pl
en
lar
tt
al
a
-18-
U.S.guestshaveahighopinionofInterContinentalwithonlyFourSeasonsheldinhigherregard
Average=23%'
Excellent'
rating
20%
25%
12%
27%23%28%40%16%19%32%32%28%30%
42%
37%40%45%33%
ExcellentVeryGood
30%30%3%1%36%
GoodFairPoor
4%2%11%2%
21%4%1%
28%5%1%
20%4%1%
28%13%3%3%10%1%
20%5%1%
Marriott
Hilton
Sheraton
Hyatt
Westin
InterFourCrowneLeConti-SeasonsPlazaMeridiennental
-19-
Whatthisbrandisallabout
Internationalunderstanding.Forinternationallymindedtravelersseekinganaspirational,premium,hotelexperience
•Internationalhotelthatoriginallydefinedinternationalbusinesstravel•Prestigious,premium&
distinctiveproductswelllocated•Stylishlyelegant•Caring,strivingtomakeourguest’sstaywelcoming,pleasant,andstressfree
InterContinentalisallaboutitsInterContinentalisallaboutitsinternationalcachetinternationalcachet
-20-
Themostimportantwayswemakethatrealare…
•ProgramslikeInAnInstant™,GlobalConnections™andAroundtheClock™keepguestshappy•Locationsinmajorcitycenterswhereourguestsdobusinessandtheworld’smostdesirableresortdestinations•Employeetraining,propertystandardsandamenitiesdesignedtoensuretheexpectedlevelofguestservice
-21-
BrandServices
INSIDERCONCIERGEINSTANTSERVICESGLOBALCONNECTORS24HOURSERVICESLITTLETHINGSSTANDARDS
-22-
PriorityClubRewardscontributionandsystemdeliveryrisingstrongly,enhancingoffertoowners
InterContinentalbrandPriorityClubRewardscontribution,2003-2004
20%24%15%
InterContinentalbrandreservationchannelscontribution,2003-2004
31%
-23-
TheInterContinentaljourney
2005
20032005
•Managed&
Franchigrowtsedh
•Branddevelentopm•Focusonmanagement&
franchise20012003
•RelaunchBrand•Iegratsystsnteem19982001•Acquitondrisiive•Reposiingtoni
-24-
Conclusions
•LargegrowthopportunityinUS:
•Lowdistribution•Oneofthestrongestbrandsstillavailable•Goodbrandandenterprisedelivery
•InterContinentalalreadyattractspremiumcustomerbase:
•InterContinentalhaspremiumheritage&
image•Experienceinunderstandingneedsofpremiumtravellers•Growingsegmentoftravellers
•Clearplantogetthere:
•••••Newtightmanagement&
franchisedisciplineBrandstandardsPCR/enterprisecontributiongrowthLeverageO&
LflagshipstogaindistributionFlexibility&
opennesstocreativedealmaking
-25-