洲际酒店集团市场营销报告.docx

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洲际酒店集团市场营销报告.docx

洲际酒店集团市场营销报告

本文由pjiang贡献

JeffSeniorVicePresident,InterContinentalBrand

WeareinthemidstoftheInterContinentaljourney

•••InterContinentalisastrongheritagebrandLimitedassetdistributionintheUnitedStatesGrowthhastraditionallybeenviatheuseofourowncashversusmanagementandfranchiseResult:

goodhotels;limiteddistribution•IntegrationintoInterContinentalHotelsGroupenterprisesupportonlyrecentlybegantotakeplace

InterContinental-Analyst-07Dec04-JS-qal

-1-

GrowthStrategyforInterContinental

KeyDriverofGrowthUnitsFocusComments

√√

HistoricfocusongrowthhadrequiredhighIHGcapital;nowchangingfocustouseofthirdpartyfundsContinuetoimproverevenuedeliveryviaIHGenterprisevaluesupport,sharpenedfocusonnewcustomers&consistentservicedeliverySeektogrowdistributionaheadofanyroyaltyraterises

RevPAR

RoyaltyRate

InterContinental-Analyst-07Dec04-JS-qal

-2-

UnitGrowth

InterContinental-Analyst-07Dec04-JS-qal

-3-

SignificantopportunitiesexistinInterContinentaldistributionintheUS

140locations--65countries

InterContinental-Analyst-07Dec04-JS-qal

-4-

SmithTravelcategorizesInterContinentalintheLuxurysegment

USIndustryLuxurysegment

PREFERREDRITZ-CARLTONFAIRMONTHOTELLOEWSFOURSEASONS

INTERCONTINENTAL

+25%

10yrtrendGrowthvs.PriorYear

WHOTEL

-25%

Supply

Demand

Revenues

Source:

STR

InterContinental-Analyst-07Dec04-JS-qal

-5-

Morespecifically,wehavepositionedourselvestocompetebetweentheluxuryandupperupscalesegments

FourSeasonsRitz-CarltonLuxuryPremium

InterContinental

FairmontHyattWestinMarriottHiltonRenaissanceCrownePlazaSheratonDoubletreeRadisson

Upper-Upscale

Upscale

InterContinental-Analyst-07Dec04-JS-qal

-6-

Ourkeycompetitors

Primary:

•Hyatt•Marriott•Westin•Hilton•FairmontSecondary:

•RitzCarlton•FourSeasons

Source:

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%

InterContinental-Analyst-07Dec04-JS-qal

-7-

InterContinentalhasgrownfasterthantheupper-upscalesegmentbutlagsluxury

InterContinentalUSvsLuxury&UpperUpscaleSegmentGrowthinAvailableRoomNights（Index=100,CAGRwithlabel）

AvailableRoomsNightsperannum（millions）

140Luxury7.0%

130

120

IC4.7%

110

UpperUpscale2.4%

100

802000

2001

2002

2003

2004

InterContinental-Analyst-07Dec04-JS-qal

-8-

InterContinentalhascleargrowthopportunityversuscompetitors

%oftractsinwhichbrandispresent

15%

10%9%

5%3%2%3%

lton

ssance

Hyat

easo

Wes

Ritz-Car

Source:

STR

Renai

urS

irm

ont

tin

InterContinental-Analyst-07Dec04-JS-qal

-9-

WhyanownerinvestsinInterContinental

••••

Brandavailability

AssetappreciationPremiumpositioninghighADRIHGenterprisesupport

DecisionisbothrationalDecisionisbothrationalandemotionalandemotional

InterContinental-Analyst-07Dec04-JS-qal

-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

InterContinental-Analyst-07Dec04-JS-qal

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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%

InterContinental-Analyst-07Dec04-JS-qal

-12-

InterContinentalhasaportfolioofassetsbuiltupthroughdifferentroutes

StrategicapproachIHGinvestmentNonIHGinvestmentConversionHeritageassetExampleInterContinentalBuckheadClevelandConferenceCenterInterContinentalTorontoWillardInterContinental,WashingtonDC

InterContinental-Analyst-07Dec04-JS-qal

-13-

InterContinentalgrowthstrategies:

RevPAR

InterContinental-Analyst-07Dec04-JS-qal

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AlookattheInterContinentalGuest...

“Thebestkindofhotelserviceisdiscreetandrespectful.”

“Ifyou’resuccessful,youdon’tneedtoshoutaboutit.”

InterContinental-Analyst-07Dec04-JS-qal

-15-

AlookattheInterContinentalGuest...

•••••••

71%Male;29%FemaleMedianageof48Employedbynationalandmultinationalcompanies68%staywithInterContinentalforbusinessRegularusersofpremiumhotels42%travelatleastonceamonthAveragehouseholdincome:

$120,000（represents3%ofUShouseholds）

InterContinental-Analyst-07Dec04-JS-qal

-16-

Brandpositioning

Forsuccessfulpeoplewhoarequietlyreshapingtheworld.InterContinentalisthestylish,eleganthotelbrandoftodaythatmakesguestsfeelspecialbyprovidingservicesthatuniquelyunderstandandcarefortheneedsofinternationaltravelers

InterContinental-Analyst-07Dec04-JS-qal

-17-

UnaidedInterContinentalbrandawarenessiscomparabletoFourSeasonsandWestin

100

10099999996939289

AidedbrandawarenessUnaidedbrandawareness

（stattestedat95%）7673

Average=74%

40382824

6036

3291114411341221

Westin

Hilton

Hyatt

arlton

eraton

Fairmon

Season

riental

arrio

aza

ien

riL

erid

ontin

ang

Ritz

terC

Cro

Aidedawarenessisaverageforthecategory,butwellbelowAidedawarenessisaverageforthecategory,butwellbelowkeycompetitivebrands.keycompetitivebrands.

and

arin

Peni

nsu

lar

InterContinental-Analyst-07Dec04-JS-qal

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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

InterContinental-Analyst-07Dec04-JS-qal

Hilton

Sheraton

Hyatt

Westin

InterFourCrowneLeConti-SeasonsPlazaMeridiennental

-19-

Whatthisbrandisallabout

Internationalunderstanding.Forinternationallymindedtravelersseekinganaspirational,premium,hotelexperience

•Internationalhotelthatoriginallydefinedinternationalbusinesstravel•Prestigious,premium&distinctiveproductswelllocated•Stylishlyelegant•Caring,strivingtomakeourguest’sstaywelcoming,pleasant,andstressfree

InterContinentalisallaboutitsInterContinentalisallaboutitsinternationalcachetinternationalcachet

InterContinental-Analyst-07Dec04-JS-qal

-20-

Themostimportantwayswemakethatrealare…

•ProgramslikeInAnInstant™,GlobalConnections™andAroundtheClock™keepguestshappy•Locationsinmajorcitycenterswhereourguestsdobusinessandtheworld’smostdesirableresortdestinations•Employeetraining,propertystandardsandamenitiesdesignedtoensuretheexpectedlevelofguestservice

InterContinental-Analyst-07Dec04-JS-qal

-21-

BrandServices

INSIDERCONCIERGEINSTANTSERVICESGLOBALCONNECTORS24HOURSERVICESLITTLETHINGSSTANDARDS

InterContinental-Analyst-07Dec04-JS-qal

-22-

PriorityClubRewardscontributionandsystemdeliveryrisingstrongly,enhancingoffertoowners

InterContinentalbrandPriorityClubRewardscontribution,2003-2004

20%24%15%

InterContinentalbrandreservationchannelscontribution,2003-2004

31%

2003

2004

2003

2004

InterContinental-Analyst-07Dec04-JS-qal

-23-

TheInterContinentaljourney

2005

20032005

•Managed&Franchigrowtsedh

•Branddevelentopm•Focusonmanagement&franchise20012003

•RelaunchBrand•Iegratsystsnteem19982001•Acquitondrisiive•Reposiingtoni

InterContinental-Analyst-07Dec04-JS-qal

-24-

Conclusions

•LargegrowthopportunityinUS:

•Lowdistribution•Oneofthestrongestbrandsstillavailable•Goodbrandandenterprisedelivery

•InterContinentalalreadyattractspremiumcustomerbase:

•InterContinentalhaspremiumheritage&image•Experienceinunderstandingneedsofpremiumtravellers•Growingsegmentoftravellers

•Clearplantogetthere:

•••••Newtightmanagement&franchisedisciplineBrandstandardsPCR/enterprisecontributiongrowthLeverageO&LflagshipstogaindistributionFlexibility&opennesstocreativedealmaking

InterContinental-Analyst-07Dec04-JS-qal

-25-

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