This document provides an overview of the Park Inn hotel brand. It summarizes the brand's guest value proposition, competitive set, global portfolio, and prototype guestroom designs. It also outlines the brand's fees, distribution channels, hotel systems, revenue optimization strategies, franchise service offerings, and regional development contacts. The goal of Park Inn is to provide consistently high quality and a playful style through fresh design and operational standards, backed by Carlson Hotels' financial strength.

1. Park Inn
Business Development

2. Guest Value Proposition
Relevant Products and Services for Price Point
Spotlessly Clean
Best Sleep in Town
Uncomplicated, Hassle -free, Easy to Use
p y
Playful Style
Competent and Unpretentious Service
Meeting
your needs
…adding color t lif
ddi l to life
2

3. Competitive Set
p
Park Inn
Ramada
Best Western
Clarion
Spirited
Four Points
3

4. Hotel Portfolio
Data as of 2/2010
4

5. Park Inn
A new generation mid-scale hotel brand
with design that adds color to life
g
Well-established in Europe with growth
plans for the Americas and Asia
Our goal is to attain consistent quality
through fresh design and operational
standards
Backed by the financial strength
and business building resources
of Carlson Hotels
5

6. Guestroom Prototype
Park Inn Park Inn Splash Guestroom Prototype
Guestroom Window Wall Red Splash

7. Guestroom Prototype
Park Inn Park Inn Splash Guestroom Prototype
Guestroom Accent Wall Red Splash

8. Park Inn
Park Inn Linz, Austria
Park Inn Zurich Airport
Switzerland
Park Inn Berlin Alexanderplatz
Germany
Park Inn Manchester Victoria,UK
Park Inn London Heathrow, UK
8

9. Fees*
Initial License Fee The greater of USD 35,000 or
USD 350 per guest room
Royalty Fee 4.5 percent of Gross Room Revenue
Marketing Fee 2 percent of Gross Room Revenue
Reservation Fee 1.25 percent of Gross Room Revenue
Product Improvement Plan: USD 2 500
2,500
* Park Inn® 2009 Franchise Disclosure Document Items 5 and 6
9

10. SM
look to book
Carlson’s unique travel consultant incentive
Program that provides instantaneous online
instantaneous, online,
real-time point awards for bookings
As of July 31, 2009 look to book has 60,000 travel
consultants from countries around the world
Carlson Hotels has held the patent on the unique
program technology since 1995
10

11. goldpoints plus
Carlson’s global guest loyalty program
Spans all fi C l
S ll five Carlson b d
brands
Guests earn points with every stay
Guests can redeem points for free hotel nights, airline
miles, pre-paid cards, Express Awards and more
Recognize best guests with elite bonuses and room
upgrades
11

12. Distribution
Curtis-C Reservation System
Real-time
Real time global connectivity within a state of the
state-of-the-
art system as noted in the Smithsonian Institute
Enhancements
to brand websites
User-friend search
capabilities
RSS feed capabilities
Enhanced maps
Ability to compare hotels
12

13. Curtis-C Worldwide Reservation System
Hospitality Call
460,000
460 000 GDS Systems Global Centers
Travel Agents Worldwide Internet (Servicing
55 Countries)
CURTIS-C Customer
Hotel PMS Database
13

14. Hotel Systems
Harmony Plus = Opera and
Carlson Hotels web applications
Opera PMS or Opera Express
Premise-based or Centrally
Hosted Opera
Results for your hotel:
maximize revenue
gather demographic data to
effectively target marketing efforts
deliver improved customer service
recognize o r
recogni e your most valued
al ed
customers
14

15. Hotel Systems
OPERA is a product by MICROS Systems, Inc.
Leading provider of enterprise applications for the
hospitality and specialty retail industries worldwide
Many global brands rely on MICROS products and
services to power their business
330,000 installations globally
13,000
13 000 OPERA installations (March 2009)
Opera Cost: USD 46,500 – USD 91,500 (Premise –Based)
Based on 200 room hotel, all new hardware & varies
depending on quantity of interfaces selected
Park Inn also offers Opera Express with select functionality,
and a Centrally Hosted Opera / Lease option
15

16. Hotel Operations
Building trusted relationships with our owners, general managers
and customers
Operations is the voice of the field
Promote a strong brand culture
Brand training (e.g. operations orientation, brand orientation,
Carlson L
C l Learning N t
i Network) k)
Ensures consistent delivery of quality product and services
Standards manuals
Opening hotel process (construction plan standards review site
review,
visits, opening authorization and training)
Quality assurance (BP 360) – action plans, business coaching,
room inspections, etc.
Property improvement plans/renovation development and
compliance
Region based staff
16

17. Revenue Optimization
Driving more efficient pricing, inventory
and channel management strategies
d h l t t t i
• Demand outlook • ROPES
– Weekly future demand forecasts
y – Revenue optimization p
p performance
for 90-day period enhancement services
– Easily identify need periods – Individualized revenue
– Information to help manage rates, optimization support
inventory,
inventory and expectations – Proven results
– Individual hotel and brand level uses
Strategic Demand Outlook
31-60 Days Forecast
17

18. Revenue Optimization
Stay Night Automated Pricing (SNAP)
Automated, daily price optimization tool using demand,
available inventory, and competitors’ rates to help determine
optimal rate for each stay night in 120-day window
Helps ti i
H l optimize price i all d
i in ll demand scenarios. T diti
d i Traditional
l
revenue management systems most helpful in high demand
Developed with ease of use in mind; interfaced with Curtis-C
reservation system
ti t
Hotel determines level of interaction with SNAP
Dedicated support group proactively working with hotels
Under Development: anticipated availability Q1 2010
18

19. Franchise Service Overview
Franchise Service Offerings
Reservations Technologically advanced systems
Operations Efficiency and performance
Revenue Optimization driving RevPAR Index
Marketing Beneficial global programs
Loyalty Program Repeat stays and increased revenue
Financial Stewardship and fact-based decision making
Employee Engagement driving performance
IT Support and full integration
CHW A global hospitality company
19

20. …adding color t lif
ddi l to life

21. Contacts – The Americas
RESPONSIBILITY CONTACT TELEPHONE EMAIL
Executive Vice P id t and COO
E ti Vi President d Steve Mogck
St M k 763.212.8007
763 212 8007 smogck@carlson.com
k@ l
Vice President, Operations Scott Meyer 763.212.1321 smeyer@carlson.com
EVP, Business Development and Investments Bob Kleinschmidt 763.212.8700 rkleinschmidt@carlson.com
Executive Vice President, Business Development Nancy Johnson 763.212.1326 njohnson@carlson.com
Vice President, Full Service Development
Vi P id t F ll S i D l t Mike C
Mik Cowell ll 512.443.1020
512 443 1020 mcowell@carlson.com
ll@ l
Vice President, Full Service Development Michael Hutchins 480.250.7244 mhutchins@carlson.com
Vice President, Full Service Development Roland Mouly 305.377.9115 rmouly@carlson.com
Vice President, Full Service Development Ruth Ormsby 714.369.2680 rormsby@carlson.com
Vice President, Full d Select Service Development
Vi P id t F ll and S l t S i D l t Ed Holliday
H llid 803.328.9047
803 328 9047 cholliday@carlson.com
h llid @ l
Director, Select Service Development Bill Bradford 972.596.9493 billbradford@carlson.com
Director, Select Service Development Steve Casey 760.346.0315 scasey@carlson.com
Director, Select Service Development Mike Gallagher 610.847.8489 mgallagher@carlson.com
Director, Select Service Development B.H. Horn 770.392.0006 bhorn@carlson.com
Director, Select Service Development Dave Mastio 630.587.5813 dmastio@carlson.com
2/2010 701 Carlson Parkway, MS8254
Minnetonka, MN 55305