Executing IHG s global strategy. Delivering best in class execution
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1 1 Executing IHG s global strategy Jim Abrahamson President, The Americas Delivering best in class execution Angela Brav Chief Operating Officer North America
2 2 IHG s global strategy 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 Our regional focus Owner relationships The IAHI Driving growth 18% share US pipeline, 8% existing US system share Executing global strategy Combined managed and franchised operations Delivering brand experience Leveraging our system scale
4 4 Infrastructure driven by scale Customised Field Approach
5 5 Delivering best in class execution: IHG s Americas Franchise Business Angela Brav Chief Operating Officer North America
6 6 Street-corner business NEW YORK Times Square Belvedere Hotel Amsterdam Court Hotel Days Hotel Mayfair New York Hotel The Time Best Western President Hotel Hotel Edison Renaissance New York Times Square
7 7 The franchise life cycle Re-Licensing/ Exit Lead Generation Renovation Deal Negotiation Compliance Renewal or Extension Hotel Development Licensing Quality Control Post-opening Support Pre-opening Support Plan Review Hotel Support Ground Break Ramp-Up Hotel Opening
8 8 The franchise life cycle Lead Generation Deal Negotiation Renewal or Extension Hotel Development Licensing Post-opening Support Pre-opening Support
9 9
10 10 The franchise life cycle Lead Generation Deal Negotiation Renewal or Extension Hotel Development Licensing Post-opening Support Pre-opening Support
11 11 The franchise life cycle Renewal or Extension Hotel Development Post-opening Support Pre-opening Support Plan Review Ground Break Hotel Opening
12 12 Hotel opening program 1. Planning Phase 2. Approval Phase 3. Pre-construction Phase 4. Foundation Phase 8. Open Phase 7. Pre-opening Phase 6. Interior Phase 5. Exterior Phase
13 13 Hotel opening program support tools Binder overview booklet and phase 1-8 booklets Overview map poster Checklist handouts USB drives loaded with electronic copies of phase books and additional resources
14 14 Hotel opening program - results Holiday Inn Long Island City Manhattan View (Opened Jan. 2009) Excellent ramp up in RevPAR compared to local competitive set RevPAR Index Q1 '09 Q2 '09 Q3 '09 Q4 '09 Q1 '10 Source: IHG
15 15 The franchise life cycle Renewal or Extension Hotel Development Quality Control Post-opening Support Pre-opening Support Hotel Support Ramp-Up
16 16 Field support: unparalleled assistance Revenue Management Quality Brand Services 125 Area Managers Sales Training Property Improvement Hotel Operations
17 Revenue and pricing management tools 17
18 Revenue and pricing management tools: Channel Contribution 18
19 Revenue and pricing management tools: Market Mix Analysis 19
20 Revenue and pricing management tools: Account Statistics 20
21 21 Additional services to maximise revenue Call divert programs (VCRO*, MACRO**) allows calls to be diverted to our reservations centre Strategic selling to enhance performance (STEP) program increases sales production Revenue management for hire IHG specialist who will lend their expertise Mid market account program unlocks potential from smaller accounts * Virtual Central Reservations Office ** Market Area Central Reservations Office
22 22 Helping owners manage costs Technology support and training workshop fees held flat Flat screen TV requirement pushed to 2011 Green Engage programme energy reduction tool Actions You Can Take cost containment communications focusing on: labour management supplier contracts staff training Best practice sharing via property visits
23 23 Commitment to quality inspections & evaluations QUEST Quality inspection every 7-8 months as a minimum Quality consultants work with owners to improve quality shortfalls An interactive website allows operators to provide updates on action plans Hotels are also required to self-assess on a monthly basis
24 24 Commitment to quality guest satisfaction In North America, 4 million post-stay evaluations are sent to guests for each hotel every year Survey responses are tabulated on a rolling twelve month score Scores are closely monitored and mechanisms are in place to increase field support when satisfaction levels decrease
25 25 What Our Guests Say 12-Month Guest Satisfaction Trend (US) 12-month Overall Satisfaction Scores started trending upward in the first year the requirement was re-instituted for at least one inspection in a calendar year Source: IHG, indexed 12m rolling data
26 26 The franchise life cycle Re-Licensing/ Exit Renovation Compliance Renewal or Extension Hotel Development Post-opening Support Pre-opening Support
27 In summary High barrier to entry IHG has a high margin, scalable model Our unique infrastructure and approach is driven by scale Support network of people Relationship with our owners and the IAHI Commitment to quality Tools and programs to support throughout the franchise cycle Help owners maximise return on investment Deliver preferred hotels for owners and guests IHG widely accepted by owners as best franchisor 27
28 Q&A 28
29 29 Executing IHG s global strategy Jim Abrahamson President, The Americas Delivering best in class execution Angela Brav Chief Operating Officer North America
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