洲际酒店集团市场营销报告.docx

1、洲际酒店集团市场营销报告洲际酒店集团市场营销报告本文由pjiang贡献Jeff Senior Vice President, InterContinental BrandWe 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 manage

2、ment and franchise Result: good hotels; limited distribution Integration into InterContinental Hotels Group enterprise support only recently began to take placeInterContinental-Analyst-07Dec04-JS-qal-1-Growth Strategy for InterContinentalKey Driver of Growth Units Focus Comments Historic focus on gr

3、owth 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 risesRevPARRoyalty RateInte

4、rContinental-Analyst-07Dec04-JS-qal-2-Unit GrowthInterContinental-Analyst-07Dec04-JS-qal-3-Significant opportunities exist in InterContinental distribution in the US140 locations - 65 countriesInterContinental-Analyst-07Dec04-JS-qal-4-Smith Travel categorizes InterContinental in the Luxury segmentUS

5、 Industry Luxury segmentPREFERRED RITZ-CARLTON FAIRMONT HOTEL LOEWS FOUR SEASONSINTERCONTINENTAL+ 25 %10 yr trend Growth vs. Prior YearW HOTEL- 25 %SupplyDemandRevenuesSource: STRInterContinental-Analyst-07Dec04-JS-qal-5-More specifically, we have positioned ourselves to compete between the luxury a

6、nd upperupscale segmentsFour Seasons Ritz-Carlton Luxury PremiumInterContinentalFairmont Hyatt Westin Marriott Hilton Renaissance Crowne Plaza Sheraton Doubletree RadissonUpper-UpscaleUpscaleInterContinental-Analyst-07Dec04-JS-qal-6-Our key competitorsPrimary: Hyatt Marriott Westin Hilton Fairmont S

7、econdary: Ritz Carlton Four SeasonsSource: STR; note US onlyInterContinental key competitors market share, US roomsRenaissance 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%InterContinenta

8、l-Analyst-07Dec04-JS-qal-7-InterContinental has grown faster than the upper-upscale segment but lags luxuryInterContinental 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%130120IC 4.7%11

9、0Upper Upscale 2.4%1009080 20002001200220032004InterContinental-Analyst-07Dec04-JS-qal-8-InterContinental has clear growth opportunity versus competitors% of tracts in which brand is present15%10% 9%5% 3% 2% 3%l to nss an ceH ya tea soW esR i tz -C arSource: STRR en aiFour SFairmon tICttinnsInterCon

10、tinental-Analyst-07Dec04-JS-qal-9-Why an owner invests in InterContinental Brand availability Asset appreciation Premium positioning high ADR IHG enterprise supportDecision is both rational Decision is both rational and emotional and emotionalInterContinental-Analyst-07Dec04-JS-qal-10-Who is the typ

11、ical 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, Wals

12、h/Ocean PropertiesInterContinental-Analyst-07Dec04-JS-qal-11-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

13、 - 35m $250 - 300k Primary 25,000sq ft 8%InterContinental-Analyst-07Dec04-JS-qal-12-InterContinental has a portfolio of assets built up through different routesStrategic approach IHG investment Non IHG investment Conversion Heritage asset Example InterContinental Buckhead Cleveland Conference Center

14、 InterContinental Toronto Willard InterContinental, Washington DCInterContinental-Analyst-07Dec04-JS-qal-13-InterContinental growth strategies: RevPARInterContinental-Analyst-07Dec04-JS-qal-14-A look at the InterContinental Guest . . .“The best kind of hotel service is discreet and respectful.”“If y

15、oure successful, you dont need to shout about it.”InterContinental-Analyst-07Dec04-JS-qal-15-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 4

16、2% travel at least once a month Average household income: $120,000 (represents 3% of US households)InterContinental-Analyst-07Dec04-JS-qal-16-Brand positioningFor successful people who are quietly reshaping the world. InterContinental is the stylish, elegant hotel brand of today that makes guests fe

17、el special by providing services that uniquely understand and care for the needs of international travelersInterContinental-Analyst-07Dec04-JS-qal-17-Unaided InterContinental brand awareness is comparable to Four Seasons and Westin100100 99 99 99 96 93 92 89Aided brand awareness Unaided brand awaren

18、ess(stat tested at 95%) 76 73Average = 74%595040 38 28 246160 3632 9 11 14 4 11 3 4 1 2 2 10W es tinHi lto nHy at tsar lto nWer at onFa irm onSe as onrie nt alar rioaz aie nri Ler idon t inan gMCRi tzte rCCr oFoAided awareness is average for the category, but well below Aided awareness is average fo

19、r the category, but well below key competitive brands. key competitive brands.Man dInar inLeShurPe niShnewMOns uPlenla rttta ltaInterContinental-Analyst-07Dec04-JS-qal-18-U.S. guests have a high opinion of InterContinental with only Four Seasons held in higher regardAverage = 23% Excellent rating20%

20、25%12%27% 23% 28% 40% 16% 19% 32% 32% 28% 30%42%37% 40% 45% 33%Excellent Very Good30% 30% 3% 1% 36%Good Fair Poor4% 2% 11% 2%21% 4% 1%28% 5% 1%20% 4% 1%28% 13% 3% 3% 10% 1%20% 5% 1%MarriottInterContinental-Analyst-07Dec04-JS-qalHiltonSheratonHyattWestinInter Four Crowne Le Conti- Seasons Plaza Merid

21、ien nental-19-What this brand is all aboutInternational 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 Stylis

22、hly elegant Caring, striving to make our guests stay welcoming, pleasant, and stress freeInterContinental is all about its InterContinental is all about its international cachet international cachetInterContinental-Analyst-07Dec04-JS-qal-20-The most important ways we make that real are Programs like

23、 In An Instant, Global Connections and Around the Clock keep guests happy Locations in major city centers where our guests do business and the worlds most desirable resort destinations Employee training, property standards and amenities designed to ensure the expected level of guest serviceInterCont

24、inental-Analyst-07Dec04-JS-qal-21-Brand ServicesINSIDER CONCIERGE INSTANT SERVICES GLOBAL CONNECTORS 24 HOUR SERVICES LITTLE THINGS STANDARDSInterContinental-Analyst-07Dec04-JS-qal-22-Priority Club Rewards contribution and system delivery rising strongly, enhancing offer to ownersInterContinental br

25、and Priority Club Rewards contribution, 2003 - 200420% 24% 15%InterContinental brand reservation channels contribution, 2003 - 200431%2003200420032004InterContinental-Analyst-07Dec04-JS-qal-23-The InterContinental journey200520032005 M anaged & Franchi grow t sed h Brand devel ent opm Focus on m

26、 anagem ent & f ranchi se 20012003 Rel aunch Brand I egrat syst s nt e em 19982001 Acqui ton dri sii ve Reposii ng toniInterContinental-Analyst-07Dec04-JS-qal-24-Conclusions Large growth opportunity in US: Low distribution One of the strongest brands still available Good brand and enterprise del

27、ivery 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 makingInterContinental-Analyst-07Dec04-JS-qal-25-