IHG洲际国际集团2013年报

May

20132Source:

IHG

31

Mar

2013

4,608

hotels

674,024

rooms

1,089

pipeline

hotels175,999

pipeline

rooms

345,000

people

2012:

$21.2bngross

revenuesAlmost

100

countries

and

territories

+$1bn

system

fundsIHG’s

commanding

scale34

IHG’s

consistent

10year

track

record

High

quality

growth

–

429k

rooms

added,

270k

rooms

removed

–

5%

share

of

global

industry

supply,

12%

share

of

global

hotel

pipeline

–

Strengthening

existing

brands,

developing

new

ones

–

Unique

partnership

through

IHG

Owners

Association

Driving

an

asset

light

business

model

–

$6.1bn

released

from

disposal

of

191

hotels*

–

Resilience

of

model

proven

–

Continued

reduction

in

capital

intensity

–

2012

ROCE

=

44%,

up

from

7%

in

2003

Commitment

to

shareholder

returns

–

$8.9bn

returned

incl.

$1.3bn

ordinary

dividend

–

Ordinary

dividend

CAGR

of

11%

–

Leading

Total

Shareholder

Returns*

Includes

disposal

of

InterContinental

London

Park

Lane

which

completed

on

1

May

2013IHG’s

broad

geographic

distribution563%15%67%8%18%Americas(US,

Canada,Latin

AmericaCaribbean)Europe(UK

&

Ireland,ContinentalEurope)AMEA(Asia,Middle

East&

Africa)Greater

China(China,

Hong

Kong,Macau,

Taiwan)*FY

2012

operating

profit

before

central

overheads

as

at

31

December

2012FY

2012

Operating

Profit*

11%

11%

Q1

2013

Open

Rooms

9%

9%15%Q1

2013

Pipeline

Rooms

31%

43%6.8%4%4%16%2012:

Strong

fee

revenue

growthRevPARRoyalty

RateRoomsXX¹

Fee

revenue

excludes

revenue

from

owned

and

leased

hotels,

managed

lease

hotels

&

significant

liquidated

damages

receipts

of

$16m

in

2011

and

$3min

2012

and

is

stated

at

CER

(constant

exchange

rate)²

Group

fee

revenue

includes

$114m

of

central

revenue2012

feerevenue1$1,135m²

Group

$601mAmericas

$158mEurope$170mAMEA

$92mGreater

China2012feerevenue¹growth

8%6Priorities

for

high

quality

growth

“Great

Hotels

Guests

Love”

Priorities

for

high

quality

growth

BEST

IN

CLASSDELIVERYPREFERRED

BRANDSGROW

MARKET

SHARESUSTAINABLE

MARGIN

GROWTH

TALENTED

PEOPLERESPONSIBLE

BUSINESS

PRACTICE

INVEST

IN

GROWTH7Driving

fee

revenue-

relaunch

driving

strong

results

•

Continued

growth

in

RevPAR

premium

•

Strong

increase

in

signings

•

Significant

reduction

in

room

exits

following

relaunch

completion8225227201020112012GlobalHolidayInnbrand

familyhotelsignings

247102104107108USHolidayInnbrandfamily12

monthRevPARindextoupper

midscalesegment

110

109200720082009201020112012Source:

IHG,

Smith

Travel

ResearchStrengthen

established

brands-

Crowne

Plaza

repositioning•

Globally

significant

brand

–

$4.0bn*2

brand

(19%2

of

IHG’s

gross

revenues)

–

390³

hotels

open,

99³

in

pipeline

–

Performance

gap

Americas

vs.

Rest

of

World•

Significant

opportunity

to

reposition

brand92012201320142015Phase*Total

gross

revenue

for

the

brand

–

not

all

attributable

to

IHG.2As

at

31

Dec

2012.

³

As

at

31

Mar

2013

1.

Quality

improvement

•

Americas

quality

action

plans

complete

end

Q2

•

“One

step

ahead”

guest

service

programme

roll-out

•

18

hotels

removed,

c.

22

remaining²

2.

Invest

capital

in

halo

locations

3.

Roll-out

differentiated

brand

hallmarks

•

Hallmarks

in

pilot

testing,

rollout

in

H2

2013•

Ongoing

innovation

to

further

differentiate

the

brandDevelop

new

brands-

HUALUXE

Hotels

&

Resorts,

EVEN

Hotels•

Strong

owner

interest

-

16

signings

to

date•

1st

5-star

international

hotel

designed

for

Chinese

travellers•

Potential

to

be

in

over

100

cities

in

China

long

term•

Mainstream

wellbeing

brand

with

17m

target

guests•

IHG

will

invest

up

to

$150m

capital

investment•

First

signing

announced

in

Q4

20121011High

quality

growth-

progressive

growth

in

fee-based

margins•

Fee-based

operating

margin¹

up

2%pts

in

2012

–

Better

than

anticipated

result

–

Includes

c.

0.5%pt

benefit

from

small

one

off

items•

Investment

for

growth

supported

by

cost

discipline

and

efficiencies

–

Brand

development

–

Global

infrastructure

investment

–

Off-shoring•

2013:

Increased

reinvestment,

more

normal

levels

of

margin

growth

–

Planned

investment

in

developing

markets

to

drive

long

term

growth

–

Continued

investment

behind

brands

and

IT

systems

–

c.0.5%pt

margin

contribution

in

2012

from

FelCor

exited

hotels¹

At

actual

exchange

rates,

and

adjusted

for

owned

and

leased

hotels,

individually

significant

LDs

and

managed

leasesHarnessing

the

power

of

free

cash

flowFree

cash

flowAsset

disposalsGrowth

capital

investmentSustainable

ordinary

dividendCapital

returnsInvestment

grade

credit

rating12Well

positioned

for

continued

high

qualitygrowth•

Q1

RevPAR

up

3.1%

with

rate

up

2.1%

–

Americas

4.1%,

Europe

(2.2)%,

AMEA

5.5%,

Greater

China

1.8%

–

April

RevPAR

up

6.2%•

System

size

up

1.9%

year

on

year

to

674k

rooms

–

Signings

of

14k

rooms

takes

pipeline

to

176k

rooms•

Confident

outlook

in

uncertain

environment•

Clear

strategy

for

future

high

quality

growth

–

Preferred

Brands

–

Talented

People

–

Best

in

class

Delivery•

Investing

to

drive

long

term

growth•

Market

beating

shareholder

returns13Hotel

Indigo,Tianjin2012

Drivers

of

fee

revenue

growth146.8%4%4%16%2012:

Strong

fee

revenue

growthRevPARRoyalty

RateRoomsXX¹

Fee

revenue

excludes

revenue

from

owned

and

leased

hotels,

managed

lease

hotels

&

significant

liquidated

damages

receipts

of

$16m

in

2011

and

$3min

2012

and

is

stated

at

CER

(constant

exchange

rate)²

Group

fee

revenue

includes

$114m

of

central

revenue2012

feerevenue1$1,135m²

Group

$601mAmericas

$158mEurope$170mAMEA

$92mGreater

China2012feerevenue¹growth

8%15

Strong

fee

revenue

growth-

increasing

proportion

from

developing

markets16•

Strong

fee

revenue

growth

driven

by

RevPAR

and

new

rooms•

New

rooms

in

developing

markets

–

Drive

significant

proportion

of

fee

revenue

growth

–

In

year

1

contribute

c.30%

of

comparable

hotel

RevPAR¹

At

actual

exchange

rates,

excluding

significant

liquidated

damages,

managed

leases

and

owned

and

leased

assets2

Managed

and

franchised

rooms

only2009201020112012Feerevenue1ComparableRevPAR2Net

systemsize2Splitofrooms,openings&pipeline

bydeveloping&maturemarkets19%29%50%81%71%50%System2012

OpeningsPipelineDevelopingMature

Globalfeerevenue,netroom&RevPARgrowthindexedto2009Good

RevPAR

growth

acrossall

regions

in

2012172012ComparableYoYRevPARgrowthbyrateandoccupancy2.0%2.0%0.5%2.3%1.2%GroupAmericasEuropeAMEAGreater

ChinaRevPAR5.2%3.2%

Occupancy

(%)6.1%4.1%

1.7%Rate

(%)

4.9%

1.2%

3.7%5.4%3.1%3416648188226GrossNetHigh

quality

growth

driving

marketshare•Source:

STR

Global

as

at

31

March

2013

–

defined

as

those

hotel

projects

that

are

under

construction,

in

final

planning

and

planningAll

other

stats

are

for

full

year

2012Rooms%

Netgrowth

3%Group

2%Americas

2%Europe

3%AMEA

12%Greater

China2012YoYroomgrowth(‘000)18•

2.7%

net

system

growth

in

2012

-

34k

rooms

added,

16k

removed

-

8th

consecutive

year

of

growth

-

Leading

5%

industry

supply

share•

High

quality

pipeline

-

54k

rooms

signed

-

40%

under

construction

-

12%

share

of

active*

industry

hotel

pipeline

-

>50%

of

pipeline

outside

AmericasHotel

Indigo,

Shanghai

on

the

BundHarnessing

the

power

of

free

cash

flow19Harnessing

the

power

of

free

cash

flowFree

cash

flowAsset

disposalsGrowth

capital

investmentSustainable

ordinary

dividendCapital

returnsInvestment

grade

credit

rating20Growth

capital

investment-

driving

future

share

gains•

Medium

term

growth

capital

expenditure

$100m

-

$200m

per

annum

–

Up

to

$150m

for

EVEN

Hotels

2013

/

2014

–

c.$30m

to

enhance

and

retain

halo

Crowne

Plaza

assets

in

2013

–

c.$30m

for

JV

and

Equity

investments

in

2013•

Funded

by

recycling•

Medium

term

maintenance

capital

expenditure

$150m

per

annum

–

c.

2/3

corporate

infrastructure

investment

including

IT

–

c.

1/3

maintenance

on

owned

hotels

–

In

line

with

depreciation

over

the

longer

term21$m211861351578-102-9

35-91-38-93-20-100-150

0-5050150100200Growth

capital

investment-

funded

by

recycling•

$632m

from

cash

disposals

from

2007

-

2012•

$353m

on

growth

capital

expenditure

2007

-

2012

300

250200720082009201020112012Disposal

receiptsGrowth

capital

expenditureCumulative

net

proceeds109186130227291279[Growth

capital

expenditure

includes

investments

in

hotel

assets,

joint

ventures,

equity

stakes

and

enhancements]

.22Growth

capital

investment-

methodology•

Continue

to

fund

through

recycling•

Returns

above

risk-adjusted

WACC

by

year

3•

Drives

additional

fee

revenue

stream•

Accelerates

growth•

Directed

towards

strategic

priorities:.5.Accelerates

scale

key

marketpenetrationSecures

a

hotel

with

significantnetwork

presenceNew

market

entryKick

-

starts

new

brand

distributionBuilds

relationships

with

owners

ofstrategic

importance$10m$12m$30mUp

to$150m$12m•

China

JV

to

establish

Holiday

Inn

Express

brand

(2006)•

InterContinental

Times

Square

New

York

(2010)•

Duet

India

JV

to

launch

Holiday

Inn

Express

in

India

(2011-16)•

Launch

of

EVEN

Hotels

&

Resorts

in

the

US

(2012-2015)•

Summit

equity

stake

to

secure

hotel

sourcing

arrangement

in

the

US

(2011)23Growth

capital

investment-

track

record

of

high

returns2003Type

of

spend

Brand

acquisition

Original

grossInvestment

$17m

Current

capitalinvested

$17m

2012

Grossrevenues*

$537m

Q1’

13

Open

&Pipeline

hotels

378

Q1’

13

Open

&Pipeline

rooms

35,5201998-2002Brandlaunch$228m-$604m26228,3622003-20062009SelectiveinvestmentsKey

markethotel

entry$20m$65m--$172m10011,9342011-presentJV

with

keypartner$26m$28m*Total

gross

revenue

for

the

brand

–

not

all

attributable

to

IHG.2429.2¢12.2¢

2008

118

2%

29%29.2¢12.2¢

2009

118

0%

29%35.2¢12.8¢

2010

121

16%

27%39.0¢16.0¢

2011

148

15%

29%43.0¢

21¢

2012

174

16%

33%Sustainable

ordinary

dividend

growth-

2012

interim

dividend

rebalanced•

16%

total

dividend

growth

to

64.0¢•

Rebalance

towards

one

third:

two

thirds

weight

for

interim

and

final

dividends•

Dividend

maintained

through

the

downturn

Ordinarydividendpayments

Final

InterimCash

cost

($m)DPS

growthInterim

weight¹2012

interim

dividend

of

21.0¢

up

31%

to

rebalance

interim:final

ratio.25Capital

returns-

strong

track

record•

Sustainable

ordinary

dividend

growth

of

16%

to

64¢

–

Dividend

maintained

through

the

downturn

–

>$1bn

paid

in

ordinary

dividends

since

2003•

$1bn

of

returns,

comprising

–

$0.5bn

special

dividend

with

share

consolidation

–

paid

in

Q4

–

$0.5bn

share

buyback

–

$149m

completed

to

date•

Balance

sheet

–

Retain

investment

grade

credit

rating

–

Commitment

to

maintain

an

efficient

balance

sheet26Capital

returns-

track

recordQuantum

£m

501

250

996

250

497

250

709

120£3,573mYear2004200420052006200620072007200720122012/

Q1

2013To

completeModeSpecial

dividendShare

buybackCapital

returnShare

buybackSpecial

dividendShare

buybackSpecial

dividendShare

buybackSpecial

dividendShare

buybackShare

buybackTotal

$m$6,636m

$505m

$149m

$351m$7,641m•

Additional

$1.3bn

of

ordinary

dividends•

Market

capitalisation

on

demerger

=

$4.7bn27Clearly

executed

asset

light

strategy•

Reduction

in

asset

intensity

of

the

business

i.

Asset

disposals

including

Britvic

since

demerger

ii.

Net

book

value¹

of

remaining

assets

at

31

December

2012

-

InterContinental

New

York

Barclay

-

InterContinental

Paris,

Le

Grand

-

InterContinental

Hong

Kong

-

InterContinental

London

Park

Lane

(disposal

completed

1st

May

2013)

-

Other•

Driving

improved

returns

-

ROCE²

$m6,365

2012

44%

•

Asset

sale

criteria

–

Maximise

value

for

shareholders

–

Assurance

over

flag

and

location

–

2011:

22%

premium

to

book

value

on

asset

sales¹1998

net

book

value

(InterContinental

Hong

Kong

fair

value

on

acquisition,

InterContinental

Boston

lease

value

on

inception)

plus

capitalised

fixturesand

fittings,

less

accumulated

depreciation

and

impairment.

²Post

tax

EBIT

divided

by

net

assets

excluding

net

debt*528m

comprising

$322m

in

relation

to

6

remaining

owned

assets

and

$206m

other

associates

and

investments

as

at

31

December

201228

863

302

528*1,693

2003

7%StrategyInterContinental,

London

Westminster29

29RoomsRevPARRoyalty

RateXX“Where

we

play”

Markets

Segments

Model

“How

we

win”

Preferred

brands

Best

revenue

delivery

systemsAligned

and

engaged

organisationIHG’s

growth

strategy

to

createsustainable

value

Making

best

use

of

our

scale

to

build

and

grow

preferred

hotel

brands

for

guests

and

owners

in

high

value

markets30How

we

winHotel

Indigo

Berlin

–

Ku’damm31Best

in

class

delivery-

the

power

of

IHG’s

system

69%

roomrevenue

deliveryBrand

Portfolio

9

preferred

hotel

brands

Priority

Club

Rewards73m2

members

Scale>4,6002

hotels

153m

guests

annually

RevenueManagementWorld

class

systems

Web

/

mobile

13

languages6

language

apps

Food

&

Beverage>$4.7bn

of

F&B

revenues

4,500

outlets

Reservation

Centres10

call

centres

12

languages

Geographic

Spread

Almost

100countries

and

territories

Sales

Force

17,600

sales

professionals2,020

accountsSystem

Funds

Annual

fundstotalling

$1.2bnData

as

at

31

December

2012,2asat

31March

201332IHG’s

sales

and

marketing

system-

funding

the

system

All

hotels

contributec.3.0%

of

rooms

revenue

(service

contribution

fee)c.4.75%

total

PCR

bill++

Other

fees

forvalue

add

services

Distribution(Reservations

and

Channels)

(c.40%)Priority

Club

Rewards

(c.30%)Advertising

&

Marketing

(c.30%)

$1.2bn

total

system

funds

in

2012Discretion

to

spend

for

marketing,

reservations

and

other

related

activities

System

Fund

managed

to

a

break

even

position

over

time33Best

in

class

delivery-

69%

revenue

delivery

to

IHG

hotels2%

19%

19%

31%2012$12.0bn

11%

14%$17.5bn

8%

12%

11%

17%

12%

44%

2005Note:

2011

constant

USD

ratesOnline

Travel

AgencyGlobal

Distribution

SystemCall

centresPCR

Hotel

DirectIHG

WebsitesHotel

Direct

34Best

in

class

delivery-

using

scale

to

drive

profitable

revenue

1.CreatingDemand

2.Converting

Demand

3.YieldingDemand

4.Retaining

Demand

69%¹Revenue

Delivery35¹69%

of

rooms

revenue

delivered

through

IHG

channels

and

by

Priority

Club

Rewards

members

direct

to

hotel.1Attracting

guests

to

our

brands36

1.CreatingDemand

Mass

marketing

–

Greater

China

InterContinental

&

Crowne

Plaza

brand

campaigns

–

Doubled

brand

awareness

&

preference

Online

marketing

–

Generated

$1.4bn

of

revenues

–

Paid:

>8m

keywords

managed

–

Non-paid:

powerful

search

engine

optimisation

strategy

Targeted

marketing

–

51m

unique

guests

stays

in

2012

–

>1,300

unique

campaigns,

delivering

>$200m

incremental

revenue

Harnessing

social

media

–

Generated

1+

billion

impressions

–

New

social

listening

tools

Global

Sales

Organisation

–

Dynamic

pricing:

43%

of

negotiated

corporate

rates

(up

9%pts)Data

as

at

31

December

2012Turning

browsers

into

buyers37

2.Converting

Demand

IHG

direct

websites

–

>227m

visits

in

2012

generating

$3.4bn

in

revenue,

up

10%

–

Guest

Ratings

&

Review

Mobile

–

1st

major

hotel

chain

to

have

apps

across

all

platforms

–

Booked

$330m

revenues

in

2012

(up

from

$3m

in

2009)

Global

call

centres

–

10

call

centres

globally;

c.23m

inbound

contacts

–

$1.9bn

in

revenue

in

2012

(up

3%)

Innovations

–

Best

Price

Guarantee

–

R

founding

partner

–

Flagship

e-store

on

Taobao

TravelData

as

at

31

December

2012Price

optimisation

tool

–

Industry

first,

recognised

by

several

awards

–

Used

in

>3,000

hotels

globally

–

Average

4.3%

RevPAR

upliftRevenue

management

hotel

training

programmes

–

>3,800

online

training

modules

in

progress

–

>900

hotels

completed

instructor-led

seminarsRevenue

management

for

hire

–

Used

by

over

1,500

hotels

globally

–

Significant

revenue

upliftThe

right

room

at

the

right

price38

3.YieldingDemandData

as

at

31

December

2012Largest

hotel

loyalty

programme

–

73m

members

s

at

31

March

2013Priority

Club

revenue

contribution

in

2012

=

41%Our

most

valuable

guests:

–

Pay

more

–

Stay

more

–

Cost

lessExternal

recognition

-

2012

awards:

–

“Best

Hotel

Loyalty

Program”

from

Premier

Traveler

–

“Best

Hotel

Rewards

Program”

from

Global

TravelerLeveraging

Priority

Club

Rewards39

4.Retaining

DemandTalented

people-

delivering

guest

experiences

through

people•

Strengthening

our

brands

through

our

frontline

–

3%pt

improvement

in

engagement

in

2012

–

Franchisee

roll-out•

Our

winning

culture

-

employer

brand

external

recognition

–

Sunday

Times

“Best

Big

25

Companies

to

Work

for”

–

CRF

Institute

Top

Employer

Award

in

China•

Partnering

with

our

owners

–

People

Tools

–

Hotel

Solutions

and

ideas

platform•

Expanding

into

new

markets

–

Creating

90,000

jobs

–

>150

IHG

Academies

open

globally40Societal

value-addedCreating

shared

value-

The

heart

of

IHG’s

CR

StrategyBuild

competitive

advantage

by

managing

cost

&

guest

preference

Create

new

value

Control

•

Costs

•

RisksBusiness

as

usual

Charity

Compliance

(Must

Haves)Business

value-added

SharedValue

initiatives:

Green

Engage,

IHG

Academy,

IHG

Shelter

in

a

Storm

ProgrammeDo

positive

good

Do

no

harm41Corporate

Responsibility-

industry

leading

CR

programmes–

Using

our

hotels

to

support

communities

in

crisis–

IHG

shelter

fund

build

up

through

employee

and

hotel

fundraising

($600k

in

2012)–

Practical

and

financial

suport

Stakeholder

engagement–

Online

CR

report

/responsibility–

Facebook

page

dedicated

to

CR

with

over

20,000

fans

/ihgcorporate

responsibility

42

–

Industry

leading

web

tool

–

Measures

energy,

water,

waste

and

carbon

–

Up

to

25%

energy

reduction

(c.$90k

per

hotel

p.a.)

–

Over

2,200

hotels

signed

up

–

Partnership

between

IHG

and

local

education

provider

–

>

150

IHG

Academy

Programmes

–

>

10,000

participants

to

date

–

Integrated

solution

creating

a

positive

differenceData

as

at

31

December

2012Preferred

BrandsHoliday

Inn

Express,

Phuket43Segment%brandedrevenuesIHGparticipation?CriteriaforsuccessScalebenefitsSystemdeliveryBrandedvalueSuperLuxury4%Luxury/UpperUpscale34%Upscale27%Midscale28%Economy7%SomeParticipating

where

IHG

creates

valueSource:

IHG

analysis;

revenues

global

STR

average

07-12

,12

month

average

to

30

September44²²Openrooms674k663k¹650k²341k5450²500k²²Pipelinerooms176k135k¹161k²100k581k²38k88%70%Segmentfocusupscale-midscaleluxury71%upscale-luxury100%upscale-luxury72%Mid-upscale97%economy-midscale67%83%RegionalfocusAmericasAmericas84%Americas58%Americas62%Europe87%Americas4Numberofbrands7+21611922³15IHG

has

fewer

brands,

with

anarrower

focusNotes:

Regional

Focus

calculations

based

on

%

rooms

available

(2012).

Sources:

(1)

Smith

Travel

Research,

March

2013;

(2)

Q1’

2013

company

data;(3)

excludes

Motel6

brand

sold

in

October

2012

(4)

Hualuxe

and

EVEN

brands

launches

H1

2012

(5)

Q4’

2012

company

data45CORE1IHG’s

portfolio

of

preferred

brands-

target

guest

positioningBrandPositioningTierProductBrand

LaunchIHG

Involvement“Championing

the

real

you”Unpretentious,

comfor

Sharing

localknowledge

with

the

well-travelled“Travelling

for

success”Best

business

facilities&

great

service

“Like

family”Home-like

stay

whenaway

“Feel

free”Relaxed

services

table,

reliable“Championing

the

real

you”Convenience,

comfort,

gre

at

value“In

the

know”

UpperMidscaleLuxuryUpscaleUpscaleMidscale

UpperMidscaleFull

ServiceFull

ServiceExtended

StayExtended

StayFull

ServiceSelect

Service195219971991194619831995Acquired

1998LaunchedAcquired

2003Acquired

1988

-

1990LaunchedLaunched

and

guest

freedomNotes:

(1)

Core

determined

by

highest

contribution

to

net

income.Source:

IHG;

STR

2012.46Portfolio

of

preferred

brandsBrandPositioningTierProductBrand

LaunchIHG

Involvement“Refreshingly

local”

Neighbourhoodstory,

welcoming,fitness-conscious

business

andleisure

travellers

unexpectedChinese

business

travellersTradition,

rejuvenation,

status

and

familiar

spaces

For

heath

andUpscaleMidscaleUpscaleFull

ServiceFull

ServiceFull

Service200420122012LaunchedLaunchedLaunchedNotes:

(1)

Core

determined

by

highest

contribution

to

net

income.Source:

Essbase,Q1

20124748Building

preferred

brands-

bigger,

better,

stronger•

Bigger

–

Economies

of

scale

–

Enables

areas

of

specialism

e.g.

Bangkok

resorts

team•

Better

–

Continuous

operational

improvement

–

Our

brands

are

regularly

recognised

by

industry

awards•

Stronger

–

First

choice

amongst

guest,

owners

and

employees

–

Strong

brands

attract

price

premiums

and

greater

loyaltyGuest

insights

drive

industry-leading

market

segmentation

workIntegral

to

our

brand

management

processes

–

launch

of

EVEN

Hotels

&

HUALUXE

Hotels

&

Resorts

–

informing

our

plans

for

Crowne

PlazaEducational

brand

event

in

Q4

2013Building

preferred

brands-

market

segmentation

insights49

To:

what

guests

look

forDriven

by

a

COMBINATION

of

factors:•

WHO

is

travelling•

The

OCCASION

they

are

travelling

for•

Their

NEED

when

travelling

From:

Industry

definitionDriven

by

price

point:•

Luxury•

Upper

Upscale•

Upscale•

Upper

Midscale•

Midscale•

EconomyStrengthen

existing

brands-

insight

behind

the

relaunch50$1bn

Holiday

Inn

relaunchDifferentiation

EmotionalConnectionConsistency

2.

Add

HighQuality

New

Hotels

1.Remove

poorer

hotels

3.

100%

QualityCompliance

4.Complete

Service

Training

5.

InstallHallmarksDriving

fee

revenue-

relaunch

driving

strong

results

•

Continu