Contents€¦ · Melia eMelia Hotels International U 20,500 64% Crowne Plaza Hotels & Resorts IHG U...
Transcript of Contents€¦ · Melia eMelia Hotels International U 20,500 64% Crowne Plaza Hotels & Resorts IHG U...
ContentsINTRODUCTION 1
METHODOLOGY 5
DEFINITION 6
TRENDSANDISSUES 8Whitespace 8Brandsaspoints 10Returntoassetownership 13Softbranding 16
SEGMENTATIONOFBRANDS 19Star-rating 19STRclassifications 19Chainscalesegments 20Types 20Purposeofhotel 21Examplesofspecificcompanysegmentations 21HotelAnalyst’ssegmentation 23Summary 24
BRANDS 29Onestowatch 142
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IntroductionThepurposeofthisreportistobringclaritytotheEuropeanhotelbrandlandscapeandprovidereaderswithacomprehensivebrandingstructure.
Thereportinvestigatesthedifferentwaysthathotelbrandsaresegmented:
• Star-rating• Chainscales• Purposeofhotel
Using the information provided in the brand profiles in the report, an illustrative brand landscape for theEuropeanhotelbrandssplitbychainscaleasdefinedbythemselvesisprovided.
ThenextsectionprovidesusefulchartsandtablesoftheleadingEuropeanbrandssplitbysegment;growthoftheleadingbrands,brandsintransitionandnewbrandsandconcepts.
Inthefinalsectionofthereport,thereare100brandprofilesoftheindividualleadingEuropeanhotelbrandsplusanadditional20‘OnestoWatch’.
Table1:LeadingEuropeanhotelbrandstobeprofiledinthisreport(2017)
Brand Company STR
RoomsinEuropeEuropeasshareof
wholeportfolio
BestWestern BestWesternHotels&Resorts M 82,000 27%
Ibis AccorHotels M 82,342 58%
PremierInn Whitbread E 69,297 96%
Mercure AccorHotels UM 63,945 66%
Novotel AccorHotels U 44,469 49%
HolidayInn IHG UM 46,024 22%
RadissonBlu CarlsonRezidorHotelGroup UU 45,600e 80%
IbisBudget AccorHotels E 44,916 80%
HiltonHotels&Resorts HiltonWorldwide UU 42,500 21%
ScandicHotels ScandicHotels U 40,750 100%
NHHotels NHHotelGroup U 37,634 89%
Travelodge Travelodge E 37,000 97%
RamadaWorldwide WyndhamHotelGroup M 31,000 26%
B&BHotels B&BHotels E 28,000 96%
Campanile LouvreHotelGroup M 28,000 100%
HolidayInnExpress IHG UM 29,508 34%
Barcelo BarceloHotels&Resorts U/UM 25,000e 66%
Sol MeliaHotelsInternational M 24,500 97%
MarriottHotels MarriottInternational UU 23,872 12%
IbisStyles AccorHotels M 24,039 63%
Melia MeliaHotelsInternational U 20,500e 64%
CrownePlazaHotels&Resorts IHG U 21,633 19%
HotelF1 AccorHotels E 16,534 100%
PremiereClasse LouvreHotelGroup 19,000 100%
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Table2:Onetowatchbrandstobeprofiledinthisreport(2017)
Brand Company STR RoomsinEuropeEuropeasshareof
wholeportfolio
7DaysInn PlatenoHotelsGroup E -
AscendCollection ChoiceHotelsInternational U 3,585 27%
CanopybyHilton HiltonWorldwide - 112 100%
ClaytonHotels DalataHotelGroup U 4,540 100%
EvenHotels IHG U - -
GLo BestWesternHotels&Resorts - - -
HomeInns BTGHotels - - -
HualuxeHotels&Resorts IHG U - -
HubbyPremierInn Whitbread E Ninehotels 100%
HyattCentricHyattHotelsCorp UU - -
JazintheCity DeutscheHospitality U Twohotels 100%
Jo&Joe AccorHotels 98 100%
KimptonHotels&Restaurants IHG UU 149 1%
MaldronHotels DalataHotelGroup 1,857 100%
MamaShelter AccorHotels - 677 82%
Metropolo JinJiangHotelsGroup - - -
Moxy MarriottInternational UM 1,000 77%
nhow NHHotelsGroup UU Threehotels 100%
Prizotel CarlsonRezidorHotelGroup - 555 100%
QuorvusCollection CarlsonRezidorHotelGroup UU c.400 50%
RadissonRed CarlsonRezidorHotelGroup c.1000 40%
TrubyHilton HiltonWorldwide - - -
Vib BestWesternHotels&Resorts - - -
Zoku Zoku - 1aparthotel -Note:STR–E=economy;M=midscale;UM=uppermidscale;U=upscale;UU=upperupscale;L=luxury
Source:HotelAnalyst
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MethodologyThere aremore than 120 profiles on the leading European hotel brands including significant others. Thesesignificantothersare‘onestowatch’dueeithertothefacttheyarenewbrandslaunchedbytheglobalplayers,arenewconceptsorarelargebrandsintheirdomesticmarketsandmaypossiblymoveintoEurope.
Avarietyofdifferentsourceswereusedtocollatealistoftheleadinghotelcompaniesandtheirbrands.Theseincludedthelistoftop325hotelchainsprovidedbyHotelsmagazine,OtusOHBDHotelChainsinEurope,MKGConsultingandindividualcompanywebsites.Forthepurposeofthereport,itwasdecidedtofocusuponthosebrandsthathadoperationsinEuropeorthatwereplanningtodevelophotelsinEurope.Thereportlooksattheleading100Europeanhotelbrands.
Brandsandsubbrands:duetothedifficultyinobtainingdataformanybrandsbysub-brandifnecessary,theywillbeprofiledtogether.ForexampleBestWesterndoesnotprovideany informationonBWPlus,Premier,Collection,sotheywillbeprofiledtogether
Profiles:theinformationprovidedintheprofilescomesfrom:
• Companywebsites• Developmentinformation• InvestorRelations–SECfilings,AnnualReports• Facebook• PRdepartments
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DefinitionWikipediadefines abrandas “…a collectionof images and ideas representing aneconomicproducer;morespecifically,itreferstothedescriptiveverbalattributesandconcretesymbolssuchasaname,logo,slogan,anddesignschemethatconvey theessenceofacompany,productorservice.Thebrand,“branding”andbrandequityhavebecomeincreasinglyimportantcomponentsofcultureandtheeconomy,nowbeingdescribedas‘culturalaccessoriesandpersonalphilosophies’”.
Brandsinthehotelindustrytodayaremorethantheactualhotelitself;theyrepresentalifestylechoiceandcreate a ‘whole new meaning’ system. Hotel brand experts now aim for ‘loyalty beyond reason’ which isassociatedwithinternationalbrandslikeCoke,Nike,AppleandStarbucks.
Inordertoincreaseprofitability,hotelcompaniesneedtoexpandandinordertodothistheyeithersticktoonebrandortheydevelopaportfolioofbrandsinordertocaptureawidermarket.Aone-brandstrategyhastheadvantage of coherence and economies of scale, while multi-brand companies can target specific marketsegmentswithproductstailoredtotheneedsofthatparticularniche.Also,thereareoftenpotentialsynergiesbetweenthebrandsofonehotelgroup.Forexample,oneindividualmaybelongtodifferentmarketsegments,dependingonwhethertheyaretravellingforbusinessorleisure.
Thelevelofadherencetobrandstandardsisanotherimportantstrategicvariable.Thereisaninherenttrade-offbetweenmaintainingverydemanding requirementsandpromotinga looserconceptofbrandaffiliation.Strictstandardswhichrequirethatallhotelsinthechainhaveaconsistentlyrecognisableappearanceandthattheybemanagedaccordingtodetailedoperatingprocedureshavetheadvantageofensuringabrand’sintegrity.Thedownsideisthatsuchrigiditycanhinderabrand’sexpansion,especiallywhenitisaquestionofconvertingexistinghotelsunderfranchiseormanagementcontracts.Oneexampleistheintroductionofloosely-affiliatedbrandssuchasMarriott’sAutographCollection.Also,increasingly,hotelconsumersarerejectingstandardisationandareseekingoutpropertiesthathaveindividualcharacterorreflectlocalculture1.
Factorsthathavebroughtaboutincreasingimportanceofbrand:
• Manyhotelgroupsaredivestingtheirrealestateinterestsandpursuingan‘asset-light’strategyinordertofreeupcapitalforexpansion.Thereforeownershipofbricksandmortarisgivingwaytoownershipofthebranditself,inbothitsphysicalandintangibleaspects:amajorculturalshiftintheindustry.
• Hotel expansion is intensifying competition; most gateway cities are reaching market saturation withleadingbrandssitedclosetooneanother,andtravellersfrequentlyspoiltforchoice.Therearenowclearsigns that hotel groups are beginning to recognise the importance of brandmanagement within theirorganisationalstructure.
• Loyaltyschemes,traditionallythepreferredtoolforwinningandretaininghotelcustomers,arehavingadeclining impact.Many hotel guests now own loyalty cards for all of themajor chains, therefore suchschemesarenolongeradominantfactorintheirchoiceofwheretostay.
• Brand relationships – as owners continue to expectmore frombrands, theywill not sit by idlywhile apropertytheybelieveshouldbeperformingbetterisstruggling.HighprofilecasessuchastheWaikiki
1MintelInternationalGroup,InternationalHotelIndustry,December2007
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meanbooking.Anditaddschoicewhenredeemingthoseloyaltypoints.Butscaleisallandcollectionsaretheonlywaytopickupthoseindependentownerswhojustwon’tdothedecentthingandflagup.
ForHilton,thenameisapt.Anothercolourtofillinthebiggerpicture.
HAPerspective,issuefour,3rdFebruary2017
TheAlternatives(tobranding)ThegrowthoftheOTAshasmeantthathotelshavebeenpresentedwithanalternateroutetomarket,whereweighingupthecostofbrandingversusthecostofOTAcommissions.Theoperatorshavelookedtostemthetidewithsoftandcollectionbrands,butthereareyetotheroptions,includingaffiliationbrandsandjustplanstayingindependent.
AttheInternationalHotelsInvestmentForuminBerlinin2017,ownersspokeoutabouttheirconcerns.CodyBradshaw,SVPandheadofEuropeanhotels,StarwoodCapitalGroup,said:“Brandsneedtogooverheadlightaswellasasset light.Costsynergiesaresubsidisingmanyofthesedeals,butthere’snotrickledown incostsavingstoowners.MypredictionisthatGoogleisgoingtobearealdisruptorinthisspace.Inthenext20yearssomethinghasgottogive–thebrandfeesarenotthatdifferenttotheOTAfees.”
BradshawechoedearliercommentsfromDesmondTaljaard,managingdirector,hotels,London&Regional,whotoldtheconference:“Whatwouldabrandhavetobeabletodotoputabrandonahotel?Theyneedtodrivebusinessaboveandbeyondwhatthehotelcoulddoitself.TaketheAtlasHotelportfolio,wedoponderwhethertherewasanyneedtobrandthose,sofarweareleaningonthegreenboxratherthanthered,butwhenI’mchargedforthebrand,loyaltyprogramme,booking.comandIget12%backattheendofthat,Ibegintowonder.
“Theeconomicsaregoingtocomeunderlotsofscrutinywhenthecontractscomeupforrenewal.Everytimeabrandhiresanewbrandleaderitaddsnewcostsforme,theyaddbaconatbreakfast,greencarpet,bluecarpet.It’swonderfulforthatpersons’CVandIhopetheydowell,butitaddscostforme.Brandsneedtokeepthecostofvalueaddedinbalance.
“TheOTAsarethefundamentalcrisisinthehotelsectorinthepast20years.YoucomparethearithmeticoftheOTAandthelimitedservicebrand–arewefacingacataclysmicchange?Peopleneedalotalotmoreweaponryiftheyaregoingtowinthewar.”
The brands have tried to respondwith flexible contracts,with Robert Shepherd, chief development officer,Europe,IHG,tellingHotelAnalystthattheconcernsoftheownershadbeennoted:“Theolddaysofa25,30-yearmanagement agreement that you couldn’t get out of, they’re gone. The point now is around aligninginterests.Unlesswealigninterests,thereisnopointina20-yearrelationship.Bystructuring–whetherthereareperformancetests,whetherthere isahurdlefor incentivemanagement,soyoudon’tearnmeaningfullyuntilyougetacertain levelofGOP.Our feestructuresareabaseandan incentive fee, thebase is lowandcompetitive.Wewilltalktoownersattheoutsetandstarttomakeanagreementbasedontheirinterests.
“Wedon’thavetohavecapitalinthegame,wedon’thavetoownit,butwecanmakesurethatourperformanceis tiedtothehotelperformance.Theremaybeguarantees fort thefirst fiveorsixyears,atwhichpoint theownerwillrefinanceastabilisedasset.”
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Butthealternativesarealsoresponding.InMayAssociatedLuxuryHotelsInternationalannouncedthatithadadded45hotelsandresortsoutsidenorthAmerica.ThenewsiteswereaddedfromWorldhotels,whichthecompanyacquiredearlierthisyearastheconsortiasectorseekstotakeontheriseofthesoftbrands.
ALHIlookstosetitselfapartfromtheothergroupsofferingsalesrepresentationormeetingservices,workingasanextensiontoitsmembers’onsitesalesteams,beingcompensatedbyadues-basedbusinessmodel,atnocosttothemeetingprofessionalortheirorganisation.
Thegroupfocusesonthemeetingandincentivesmarket,withprimarilyindependentluxuryhotelsandresortsandemergingluxurybrands. InFebruarythecompanyacquiredWorldhotelsforanundisclosedfee,bringingWorldhotels’350memberhotelsandresortstogetherwithALHI’s250,combiningtheirexperienceacrossthebusiness,leisureandMICEsegments.
AssociatedLuxuryHotels’chiefsalesofficerMarkSergot,said:“We’veaddedthese45exceptionalhotelsandresorts to our distinguished portfolio in response to the demand we’ve been experiencing from meeting,conventionandincentiveprofessionalsformoreluxury-levelhotelsandresortsaroundtheworld.
“ALHIhaslongbeenrecognisedashavingtheverybestportfolioofmeeting,incentive,andconventionhotelsandresortsinNorthAmericaforyears,barnone,sowehavebeenbusyaugmentingourportfoliowithfantasticoptionsabroad.Thesenewadditionsarehelpingusexpandthatreputationaroundtheworld.Further,wehavealsoplantedournewestALHIglobalsalesofficeinLondon,asourfirstinEurope,justlastmonth.”
Earlier thisyear sawALHIchairman,DavidGabri,announce that thegroupwaspreparing tobecome“morevaluabletohotelownersandoperatingcompaniesasasignificant,full-service‘softbrand’”.
As the ALHI was expanding into luxury and Europe, Preferred Hotels & Resorts, which operates a pay-for-performancestructure,revealedanewappandmembershiprate,offeringa3%discounttothebestavailablerate,toitsloyaltyprogramme,iPrefer.
Theapp,builtincollaborationwithAmericanExpress,allowsmemberstobookstaysatover600participatinghotelsandaccessspecialofferssuchasmemberrates,updatetheirprofiles,viewtheirstayhistoryandrelatedpointsearnings,andaccessandredeemrewardcertificates.
Memberswillalsogetpushnotificationsforspecialoffers,whileAmericanExpresscardholderswillbeofferedexpeditedprocess throughAmericanExpressCheckout.Additional features soon tobe introduced includeaconcierge chat service and the ability for travellers to reserve services such as spa treatments that can bepurchasedusing“rewardcertificates”.
The announcement was the latest in a string for Preferred this year, including overhauling the loyaltyprogramme,whichitsaidhadledtoa57%increaseinenrolments,a24%increaseinstays,anda23%increaseinroomrevenuegeneratedthroughiPreferbookings.
In2015thecompanymovedtoonebrandunderthePreferredHotels&Resortsflag,withpresidentandCEOLindseyUeberrothcommenting:“Inatimewhenseeminglyeveryhotelcompanyisintroducingnewbrandsthattargetspecificdemographics,wearedoingtheoppositebytransitioningfromahouseofbrandstoabrandedhouse.”
Totheconsumer,allbrandingisbranding.DrCrisTarrant,CEO,BDRCGroup,said“Intheeyesoftheconsumeran‘affiliation’brandisjustlikeanyotherhotelbrandandsobearsdirectcomparisonwiththem.BDRC’suniqueBrandMarginmethodologyclearlydemonstratesthatcomparedtoanequivalentunbrandedhotelinthesame
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Segmentationofbrands
Star-rating
Although hotels are classified into 'Star' categories (one-star to five-star), there is no standard method ofassigningtheseratings,andcompliancewithcustomaryrequirements isvoluntary.AUShotelwithacertainrating,forexample,maylookverydifferentfromaEuropeanorAsianhotelwiththesamerating,andwouldprovideadifferentlevelofamenities,rangeoffacilities,andqualityofservice.
Whereashotelchainsassureuniformstandardsthroughout,non-chainhotels(evenwithinthesamecountry)maynotagreeonthesamestandards.InGermany,forexample,onlyabout30%ofthehotelschoosetocomplywiththeprovisionsoftherulesestablishedbytheGermanHotels&Restaurantsassociation.AlthoughbothUNWorldTourismOrganisation(UNWTO)andInternationalOrganisationforStandardisation(ISO)havebeentryingtopersuadehotelstoagreeonsomeminimumrequirementsasworldwidenorms,theentiremembershipoftheInternationalHotel&RestaurantAssociation(IH&RA)opposesanysuchmove.
AccordingtoIH&RA,toharmonisehotelclassificationbasedonasinglegrading(whichisuniformacrossnationalboundaries)wouldbeanundesirableandimpossibletask.Asaroughguide:
• One-starhotelprovidesalimitedrangeofamenitiesandservices,butadherestoahighstandardoffacility-widecleanliness.
• Atwo-starhotelprovidesgoodaccommodationandbetterequippedbedrooms,eachwithatelephoneandattachedprivatebathroom.
• Athree-starhotelhasmorespaciousroomsandaddshigh-classdecorationsandfurnishingsandcolourTV.Italsooffersoneormorebarsorlounges.
• Afour-starhotelismuchmorecomfortableandlarger,andprovidesexcellentcuisine(tabled'hoteandalacarte),roomservice,andotheramenities.
• Afive-starhoteloffersluxuriouspremises,widestrangeofguestservices,aswellasaswimmingpoolandsportandexercisefacilities3.
STRclassificationsSTRandSTRGlobaluseChainScalesandtheseareaveryusefulindicatorofwherebrandssitinrelationtooneanother.Thebrands/chainsaresortedbychainscalebasedonthebrandspreviousyear’sannualsystemwide(global)AverageDailyRate.TheraterangesdefiningeachchainscalearedeterminedbySTRitself.
Theyhavethefollowingchainscales:
• Luxury• Upperupscale• Upscale• Uppermidscale• Midscale• Economy
3http://www.businessdictionary.com/definition/hotel.html#ixzz2lesn14iN
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TherearesomediscrepanciesbetweenwherethebrandmarketsitselfandwhereitispositionedbySTR.Forexample,STRGlobalhasNovotellistedasanupscalebrand,butAccorinitsownmarketingliteraturedescribesNovotelasuppermidscaleormidscale.
Chainscalesegments
Performance in theUS lodging industry is evaluated based upon chain scale segments,which are generallydefinedasfollows:
• Luxury-typicallyoffersfirstclassaccommodationsandanextensiverangeofon-propertyamenitiesandservices,includingrestaurants,spas,recreationalfacilities,businesscentres,concierges,roomserviceandlocal transportation (shuttle service to airport and/or local attractions). ADR is normally greater thanUSD210forhotelsinthiscategory.
• UpperUpscale-typicallyoffersafullrangeofon-propertyamenitiesandservices,includingrestaurants,spas, recreational facilities, business centres, concierges, room service and local transportation (shuttleservicetoairportand/orlocalattractions).ADRnormallyfallsintherangeofUSD145toUSD210forhotelsinthiscategory.
• Upscale - typicallyoffersa full rangeofon-propertyamenitiesandservices, including restaurants, spas,recreationalfacilities,businesscentres,concierges,roomservice,andlocaltransportation(shuttleservicetoairportand/orlocalattractions).ADRnormallyfallsintherangeofUSD110toUSD145forhotelsinthiscategory.
• Upper Midscale - typically offers restaurants, vending, selected business services, partial recreationalfacilities(eitherapoolorfitnessequipment),andlimitedtransportation(airportshuttle).ADRnormallyfallsintherangeofUSD90toUSD110forhotelsinthiscategory.
• Midscale-typicallyofferslimitedbreakfast,selectedbusinessservices,limitedrecreationalfacilities(eitherapoolorfitnessequipment),andlimitedtransportation(airportshuttle).ADRnormallyfallsintherangeofUSD65toUSD90forhotelsinthiscategory.
• Economy - typicallyoffersbasicamenitiesanda limitedbreakfast.ADR isnormally less thanUSD65 forhotelsinthiscategory.
TypesUpscaleluxury:Anupscalefullservicehotelfacilitythatoffersluxuryamenities,fullserviceaccommodations,on-sitefullservicerestaurant(s),andthehighestlevelofpersonalizedandprofessionalservice.Luxuryhotelsfarenormallyclassifiedwithatleastafourorfive-starratingdependingonthecountryandlocalclassificationstandards.Examplesmayinclude:InterContinental,WaldorfAstoria,FourSeasons,Conrad,Fairmont,andTheRitz-Carlton.
Full service: Full servicehotelsoftencontainupscale full-service facilitieswitha largevolumeof full serviceaccommodations,on-sitefullservicerestaurant(s),andavarietyofon-siteamenitiessuchasswimmingpools,ahealthclub,children'sactivities,ballrooms,on-siteconferencefacilities,andotheramenities.Examplesinclude:HolidayInn,Sheraton,Westin,Hilton,Marriott,andHyatthotels.
Boutique/ lifestylehotels:Boutiquehotelsare smaller independentnon-brandedhotels thatoftencontainupscalefacilitiesofvaryingsizeinuniqueorintimatesettingswithfullserviceaccommodations.Boutiquehotelsare generally 100 rooms or less. Somehistoric inns and boutique hotelsmay be classified as luxury hotels.ExamplesincludeHotelIndigoandKimptonHotels
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Chart1:IllustrativelandscapeforleadingEuropeanhotelbrands(2017)
Summary
Chart2:IllustrativebrandscapeforEuropeanluxuryandupscalebrands
Source:McKenneyResearch
STANDARD
BUSINESSMEETINGS
RESORT/WELLNESS
URBAN
EXTENDEDSTAY
LIFESTYLE
SOFTBRANDED
5-STAR1-STAR
ECONOMY UPPERMARKETMID-MARKET LUXURY
0
0.2
0.4
0.6
0.8
1
1.2
UPSCALE LUXURYUPPERUPSCALE
33
AUTOGRAPHCOLLECTION
Ownership MarriottInternational
Hotel&rooms 111hotelswith24,939rooms
Launched 2010
STRClassification Upperupscale
Geography(rooms)
Operatingmodel(rooms)
Europeaccountedfor4,710rooms Jointventuresaccountedforjustbelow1%
Characteristics • Softbrand• Featuresindependenthotelsandresortsaroundtheworldrepresentingupper-upscaleandluxurypropertieswithdistinctivepersonalities
• Eachisuniqueintermsofproductofferingandtargetcustomers.• Manyareiconicpropertieslocatedingatewayandemergingcitiesinpreferreddestinationsaroundtheworld
Keycompetitors CuriobyHilton,LeadingHotelsoftheWorld,PreferredHotels,SmallLuxuryHotels
Performance AtendDecember,occupancy77.5%,ADRUSD229,RevPARUSD178(NAmericaonly)
Tagline Exactlylikenothingelse
Customerprofile Differentforeachproperty
Developmentplans Pipelinestandsat72propertieswithalmost13,000rooms
Latestnews AutographCollectiondebutsinEstonia(2017)
58% 19%
2% 3%
18% NorthAmerica
Europe
Africa&ME
AsiaPacific
Caribbean&LatinAmerica
7%
92%
1%
Managed
Franchised
Jointventure
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B&BHOTELS
Ownership PAIPartners
Hotel&rooms 396hotels
Launched 1990
STRClassification Economy
Geography(hotels)
PropertiesarelocatedinEurope–withtheexceptionofonepropertyinMoroccoFrance–69%,Germany22%,Italy7%andSpainandPoland–1%each
Characteristics • B&Bisatthe“high-end”ofthebudgethotelsegment• “Econochic”roomconcept
Keycompetitors IbisBudget
Customerprofile Businessandleisuretravellers.
Developmentplans Planstoopen15hotelsayear
Brandstandards • OneofthetopthreeFrenchhotelnetworkswithonegoalonly:toofferthebestexperienceforalowprice.
• AllthehotelsofferonlyBed&Breakfast(norestaurant),thefastwifiaccessandapantagruelianbreakfastbuffet
Latestnews • AcquiredfromCarlyleGroupbyPAIPartners(March2016)• AcquiredSpanishhotelchainSidorme,adding15hotels(1,367rooms)acrossSpain(October2016)
Europe
100%
139
WHOTELS
Ownership MarriottInternational
Hotel&rooms 51hotelswith14,145rooms
Launched 1998
STRClassification Luxury
Geography(rooms)
Operatingmodel(rooms)
Characteristics • ANewYorkphenomenonthatevolvedintoaglobalpowerhouse• Combiningthepersonalityandcutting-edgestyleofaboutiquehotelwithdistinctpositioning,WHotelshascreatedanentirelynewsegmentinthehotelindustry.Whotelsprovidestheinsideraccesstowhat’snewandnext,offeringauniquemixofcutting-edgedesignandpassionsarounddesign,fashion,musicandfuel.Dominatingthecontemporarylifestylespace,WHotelsconsistentlyoutperformsthecompetition.
• WHotelscanbefoundinthemostdynamicinternationalgatewaycitiesandinsomeofthemostdesirableandexclusiveleisuredestinationsintheworld.
• Location–urbanorretreat
Brandspecificproducts • Livingroom/lounge–WHotelshastakenthetraditionalhotellobbyandmadetheLivingRoomtheepicentreofthehotel’svibe.Providingstylishambience,guestscantakeinthebuzzorcreatetheirownintimatesocialspaces.WHotels'takeonthetraditionalhotelpool,WetDeck,oftenservesasanoutsideextensionoftheLivingRoom.
• WHAPPENINGS-WHotels'SignatureEventSeries,focusingonWHotels'passionpointsofdesign,fashionandmusic,activatesWHotels'LivingRoomsandWetDeckssothattheyremainvibrantandaplacetoseeandbeseen.
• SPA-WHotelsofferstwospaoptionsthatreflectitsvalues:BlissSpa,arenowned,hipdayspafromNewYorkthatisexclusivetoWhotels,andAwaySpa,atailor-madespasolutiondevelopedforWHotelsandEscapesalike
• TheStore-TheStoreallowshotelstopartnerwithlocaldesignersandshopsforalocallycuratedexperience.AnextensiveproductlineupdeliverstheWbrandinatangibleandpersonalwayforgueststotakehomewiththem.
Tagline Insideraccesstowhat’snewandnext
Developmentplans • Hasapipelineof32hotelswith7,874rooms• Islookingtoreach75hotelsby2020• FollowingthelaunchofWDubai–AlHabtoorCity,thebrandissettorapidlygrowitsportfoliointheMiddleEastregionwithfournewhotelsslatedforthecomingyears.TheseincludetwomoreintheUAE:asecondhotelinDubai,thehighlyanticipatedWDubai–ThePalm,andWAbuDhabi;plusWAmmanandWMuscat.
Latestnews • WHotelistodebutinDubai• ExpandingitspresenceinSpainwiththesigningofWMadrid• DuetoopeninBudapestin2020.
64% 20%
10% 6% Americas
AsiaPacific
Europe
Africa&ME
9%
91%
Owned
Managed&UJV
140
WESTINHOTELS&RESORTS
Ownership MarriottInternational
Hotel&rooms 217hotelswith81,249rooms
Launched 1930
STRClassification Upperupscale
Geography(rooms)
Operatingmodel(rooms)
Characteristics • EveryaspectoftheWestinexperienceisdesignedwithtravellers’well-beinginmind,ensuringthatguestsleavefeelingbetterthanwhentheyarrived.Throughinnovative,signatureproductsandprogramscombinedwithinstinctive,personalserviceandintuitivedesign,Westindeliversoneachguest’severyneed,drivingunmatchedguestloyaltyandindustry-leadingperformance.
• Location–urban,suburban,resort,conventionandairport• Ithashighcustomerappealandloyalty
Brandspecificproducts • EachsignatureWestinofferingisdevelopedtohelpguestsSleepWell,EatWell,MoveWell,FeelWell,WorkWell,orPlayWell.Thesearethebrand’s6pillarsofwell-being.Someexampleofferingsinclude:
• TheHeavenlyBed–WestintransformedboththesleepexperienceandtheindustrywiththeHeavenlyBed.ThesuccessoftheHeavenlyBedinspiredthelaunchofourHeavenlyBath,HeavenlyShower,HeavenlySpaandanextensivelineofotherproducts.
• SensoryWelcome–GuestsfeelwellthemomenttheyarrivethroughafusionofrefreshingelementslikethesignatureWhiteTeabyWestinscent,soothinglightingandnaturalbotanicalbeauty.
• SuperFoodsRx–DuringallmealperiodsWestinoffersdelectablynutritiousSuperFoodsRxdishesbypowerfullypairingwholefoodstoboosttheirbenefitsandtheirflavours.
• WestinWORKOUT/RunWESTIN/GearLending-Westinoffersspaciousstate-of-the-artfitnessstudios,grouprunsledbyaRunConciergeandlocalrunningmapsdesignedtohelpguestsexploretheareawhilekeepingupwiththeirfitnessroutine.GuestscanalsopacklightandstayfitwithworkoutGearLendingprovidedinpartnershipwithNewBalance
Tagline Forabetteryou
Customerprofile Businessandleisuretravellers
Developmentplans Hasadevelopmentpipelineof48hotelswith13,260rooms
Latestnews RecentopeningsincludeTheWestinCairoGolfResort&Spa,Jakarta(Indonesia),Doha(Qatar)locationsintheUS–Buffalo,Nashville
70%
20%
8% 2% Americas
AsiaPacific
Europe
Africa&ME
3%
58%
39% Owned
Managed&UJV
Franchised