Building lasting guest relationships June Hotel Indigo Scottsdale, USA

Transcription

1 1 Building lasting guest relationships June 2010 Hotel Indigo Scottsdale, USA

2 2 IHG s growth strategy to create sustainable value Making best use of our scale to build and grow preferred hotel brands for guests and owners in high value markets Where we play How we win Markets Segments Model Powerful and distinct brands Best demand delivery systems Aligned and engaged organisation Rooms X RevPAR X Royalty Rate

3 3 The top 5 things you may not know about the hotel market 1 Brands matter online Only 5% of our bookings are through online travel agents 2 Vacations are a right Rooms sold for leisure increased in Searching isn t booking 78% of hotel bookings begin with some form of online search. Web bookings are only 23% of our mix 4 It s a drive to business Less than 30% of midscale guests fly 5 Hotel guests are hard to find Only 50% of Americans stay in a hotel in any given year

4 4 Building lasting guest relationships Hotel Indigo London Paddington, UK

5 5 Our journey to Great Hotels Guests Love Scale in Market segmentation and penetrating customer insight.knowledge Thoughtful, innovative Brand evolution POWERFUL AND DISTINCT BRANDS.EXPERTISE THAT PROVIDE A DIFFERENTIATED GUEST EXPERIENCE Consistent branded hotel experience Widely available, quality managed and up to the mark Great owners who buy into the strategy.relationships High visibility, multi-media marketing Effective, tailored reservation and loyalty systems BEST PRACTICE PIPELINE.MEDIA BUYING THE BEST DEMAND DELIVERY SYSTEM.TECHNOLOGY Collaborative and engaged employees.numbers ALIGNED AND ENGAGED ORGANISATION

6 System scale drives revenue delivery $16.8bn gross revenue* from all hotels in system c.$1bn system funds from hotel contributions Revenue delivered through the system up 19%pts since 2004 to 68% Delivery driven by Embedding lasting guest relationships Exploiting all booking channels Innovations * Gross revenue is defined as total room revenue from franchised hotels and total hotel revenue from managed, owned and leased hotels. It is not revenue attributable to IHG, as it is derived mainly from hotels owned by third parties. 6

7 7 Funding the system All hotels contribute c.3.0% of rooms revenue (service contribution fee) c.4.75% total + + PCR bill Other fees for value add services Advertising & Marketing (c.25%) Distribution (Reservations and Channels) (c.40%) Priority Club Rewards (c.35%) c.$1bn total system funds in 2009 Discretion to spend for marketing, reservations and other related activities Marketing and reservations assessments spent in year collected

8 8 Exploiting all booking channels InterContinental Hong Kong

9 9 Booking channels $10.9bn $13.7bn 2% 5% 10% 11% 13% 14% 14% 20% 10% 18% Online Travel Agency Global Distribution System Call centres 51% 32% PCR Hotel Direct IHG Websites Hotel Direct Note: 2009 constant USD rates

10 Website upgrades to increase relevance and appeal 10

11 11 Central Reservations global scale and accessibility Approximately 25 million calls handled per year with c.1,700 agents Charleston 324 agents c.4.6m calls pa Birmingham 236 agents c.2.6m calls pa Bucharest 39 agents c.0.4m calls pa Salt Lake City 368 agents c.6.1m calls pa Tokyo 13 agents c.0.1m calls pa Guangzhou 31 agents c.0.5m calls pa Mexico City 48 agents c.0.7m calls pa Sao Paulo 10 agents c.0.1m calls pa Manila 225 agents c.3.3m calls pa Baguio 368 agents c.6.4m calls pa Note: 2009 full-year call volumes and year-end agent counts

12 12 Embedding lasting guest relationships Crowne Plaza Lijiang Ancient Town, China

13 13 Online direct marketing Top 20 Google advertiser globally Purchasing over 3m keywords in 16 languages Serving over 12bn online ad impressions annually Reaching customers during online shopping: Search Engines (Google, BING) Community Guides (Tripadvisor, CitySearch) Mapping and Price Compare sites (MapQuest, Kayak)

14 14 Targeted marketing $28m investment over 3 years in modernising of infrastructure and processes Enable the identification and marketing to an additional c.34m customers Improve time to market and accuracy of campaigns >$150m incremental revenue from these types of campaigns in 2009

15 Promotional marketing Recent Promotions Promotional Advertising Biggest Free Nights Offer High participation despite economic downturn Generated new Priority Club members Luckiest Loser Capitalized on HHonors devaluation of points Over 90m print & online media impressions 15

16 Social marketing 16

17 Mass marketing 17

18 18 Reaching corporate accounts - Sales Our sales structure aligns with our accounts buying behavior IHG Global Strategic Accounts Global, Regional and Sub-regional Accounts Global Accounts Director Key Accounts Director Key Accounts Manager Regional Sales Center (RSC) and touches a significant amount of our system revenue: $3.5bn room revenue Market-specific and National Accounts National Sales Team Local Market Area Sales Teams Hotel and Local Accounts Hotel Sales 280 Sales professionals 1,700 managed accounts

19 19 Recent sales initiatives Business Travel Optimisation Strategic Pricing - volume-based dynamic discount model PCR Engagement - drive PCR penetration in all managed accounts Meetings Optimisation Easy Groups/Easy Meetings driving share of small meetings. Meeting Broker - improving lead management and processes

20 20 Priority Club Rewards (PCR) Priority Club contribution +4% pts vs Over 51m PCR members worldwide Largest programme in hotel industry Record hotel enrolments in 2009 (+28% YOY) Increase value proposition of Priority Club points Points & Cash - combine points with cash to redeem free nights faster Flights Anywhere - redeem points for airline travel Hotels Anywhere redeem points online for non IHG hotel rooms Best Hotel Loyalty Programme Business Traveller Magazine 2007, 2008, 2009 Global Traveller Magazine 2005, 2006, 2007, 2008, 2009 SmarterTravel Editors Choice Awards

21 21 The most valuable customers They PAY more 10% premium on ADR versus other guests Less price sensitive - choosing our brands for reasons other than strictly price They STAY more Studies show that PCR members stay >30% more with IHG post enrollment PCR members 10 times more likely to stay at more than one hotel than non-members They COST less PCR members 3 times more likely to use lower cost on-line booking than non members They use online travel agencies less PCR members deliver more than double the profit of non-pcr members

22 22 Innovations Staybridge Suites Cairo City Stars, Egypt

23 23 Mobile Mobile bookings increased 600% (March 2010 vs. 2009) Future enhancements to mobile in progress Mobile Awareness Campaign launched March 2010 New IHG iphone app launched April 2010

24 24 Retargeted online marketing Retargeting those who leave IHG s website YTD global campaigns generated 386m+ impressions for IHG brands >$40m in revenue for the system IHG Websites Creative messaging being used for all brands in multiple languages Media partners Customer Clusters Google, AOL, Yahoo! and Netmining Note: Gross data all channels from 1 Jan 2010 to 7 April 2010

25 25 IHG s growth strategy to create sustainable value Making best use of our scale to build and grow preferred hotel brands for guests and owners in high value markets Where we play How we win Markets Segments Model Powerful and distinct brands Best demand delivery systems Aligned and engaged organisation Rooms X RevPAR X Royalty Rate

26 WHY? 26

27 27 The traditional view of the hotel industry LUXURY UPPER UPSCALE $$$ UPSCALE MIDSCALE WITH F&B $$ MIDSCALE WITHOUT F&B ECONOMY $

28 28 Then we thought we got sophisticated. LUXURY UPPER UPSCALE $$$ BOUTIQUES UPSCALE MIDSCALE WITH F&B $$ EXTENDED STAY MIDSCALE WITHOUT F&B ECONOMY $

29 29 Approaching branding Single brand House brand Rifle-shot brands HOUSE BRAND BRAND BRAND By xx BRAND By xx BRAND By xx BRAND BRAND BRAND System System System

30 30 Our brands Rifle-shot brands System

31 31 Moving guests from like to love Getting the basics right is really important is not easy is not enough We need to build a brand specific experience which is consistently different and better than the competition must deliver something that really matters to the guest

32 32 Moving guests from like to love - the guest journey Make a Awareness booking Before I leave Journey to hotel Arrival & Walk-in Check-in Journey to room My room Facilities Departure Ongoing Comms

33 33 Moving guests from like to love - the guest journey Make a Awareness booking Before I leave Journey to hotel Arrival & Walk-in Check-in Journey to room My room Facilities Departure Ongoing Comms

34 34 Moving guests from like to love - the guest journey Awareness Make a booking Before I leave Journey to hotel Arrival & Walk-in Check-in Journey to room My room Facilities Departure Ongoing Comms

35 35 Moving guests from like to love - the guest journey Awareness Make a booking Before I leave Journey to hotel Arrival & Walk-in Check-in Journey to room My room Facilities Departure Ongoing Comms

36 36 Summary System scale key to building the best demand delivery system Leading investment in marketing and expertise System delivery up 19%pts since 2004 to 68% Creating powerful and distinct brands Psychology and emotion, not just price and function Brought to life everywhere we touch the guest

37 37 Building lasting guest relationships longstanding Priority Club Reward members Ruth Farrell 9yrs 2009: 23 nights Michael Jorgeson 26yrs 2009: 114 nights Robert Bonnem 20yrs 2009: 31 nights Stephen Sohns 19yrs 2009: 21 nights Martyn Cornell 12yrs 2009: 15 nights Andrew Watson 12 yrs 2009: 26 nights Jerry Harwood 12 yrs 2009: 70 nights Peter Kesterton 13 yrs 2009: 17 nights Mark Gilley 11yrs 2009: 35 nights Valerie Manso 24yrs 2009: 77 nights Peter Duke 14 yrs 2009: 52 nights

38 38 Q & A Holiday Inn Pataya, Thailand

39 39 Building lasting guest relationships June 2010 Hotel Indigo Scottsdale, USA