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Rosewood Hotels & Resorts

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Jonathan Brooks

on 21 November 2014

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Transcript of Rosewood Hotels & Resorts

Environmental Analysis
Problem Definition
Lack of a unified branding strategy that encourages multi-property stays by current loyal customers
Decision Criteria
Branding to Increase Customer Profitability and Lifetime Value
Allie Allen, Jonathan Brooks, Dylan Parkins & Troy Sanders
SWOT Analysis
Introduction & Background
Strong operational performance
Strong individual brand equity
Highest return visit percentage
Balanced collection growth strategy
Lack of unified branding strategy
Low multi-property cross selling
Internal aversion to corporate branding
CLTV growth proportion to retention growth
Management assumptions
Uncertainty of financial estimates
Brand education among travel agencies
Programs to drive multi-property stays
Data driven direct marketing and experience improvements
Create loyal clientele who seek out Rosewood brand
4 additional properties set to come online within 3 years
Low Rosewood brand awareness
Difficulty in brand positioning
Competition from related sub-segments
Alienation from the new branding strategy
Divergent philosophical backgrounds among Board
Allie Allen - Alternatives and CLTV
Jonathan Brooks - Background and Recommendation
Troy Sanders - Environmental and SWOT Analysis
Dylan Parkins - Introduction and Problem Statement
Each property marketed under it's own iconic brand
High degree of loyalty among guests
40% return visits considered top of class
"Value" based on guest experience
Competitors bridge two different sub-segments
Corporate Branded (Four Seasons, Ritz-Carlton)
Individual Branded (Rosewood, Auberge Resorts)
Fastest growing collections individually branded
Operationally competitive with individually branded
Outperforms corporate branded
Very little brand awareness, no value in the brand
Each property individually managed
New executive team charged with boosting growth
Philosophical split among the Board of Directors
Highest RevPAR performance in the luxury industry
Only company in luxury with RevPAR growth
11% reduction in available rooms
4 additional properties online in the next 36 months
Established in Dallas, Texas, 1979
Created by the Caroline Rose Hunt Trust Estate

Distinct, Iconic, Luxury Hotels & Resorts
The Mansion
on Turtle Creek
The Carlyle
in NYC

2004, Branding Strategy Shift by New CEO
John Scott, CEO
Robert Boulogne, VP of Sales and Marketing

How Far Could the Strategy Go?
CLTV Analysis
Continue the New Branding Strategy

Other Companies Have Had Success:
The Ritz-Carlton
The Four Seasons

Qualitative Alternatives

Increasing CLTV

Return on investment

Growing the Rosewood brand recognition

Unifying the properties but maintaining sense of place and the unique personality of each property
Decision Criteria
Discussion Questions
Rosewood Brand Recognition

Has anyone stayed at a Rosewood hotel?

Recalling the short clip at the beginning, how did that video make you feel?

The video is specific to the London property. Did it give you a sense of place, a taste of the property’s personality?

What strikes you about the Rosewood brand?
Create a hybrid
focus corporate branding on new properties
measure by return on investment of new properties

Data driven direct marketing
Capitalize on brand equity
Quantitative Alternatives
Full transcript