A presentation based on my knowledge gained after going through the case study of Rosewood hotels and resorts.

2. Some Of Rosewood Properties Around The World

3. Introduction
 A private 5 star hotel management company with
luxury iconic hotel headquartered in Dallas, Texas .
 12 hotels world wide with a capacity of 153 rooms.
 John Scott is a new President & CEO.
 Robert Boulogne, vice president of sales and marketing.

4.  The first hotel Rosewood managed was The Mansion on
Turtle Creek, opened in 1980.
 115,000 unique guests had stayed at Rosewood hotels.
 Rosewood competed with two groups of luxury hotels:
 the corporate branded .
 “collections” of individually branded unique hotels.
 Rosewood’s “Sense of Place” Philosophy –
Architectural details, interiors reflected the local charac
ter and culture.
Introduction continued:

5. The Individual Brand/Collection Strategy
 Unique, one-of-a-kind, luxury properties.
 Brand compass has always been built on concept of “A Sense of Place”
which means that each of the properties seeks to capture what is unique
about the given location.
 Growth strategy-two-fold:
 Convert existing iconic, luxury hotels with strong brand equity which needed
to be re-positioned and re-launched with professional management.
 Help developers conceive and create the next generation of luxury hotels
and resorts around the world, and in doing so create brand equity in the
property itself

6. The Limitations of Individual Branding
 Individual property brands was not working from a number
of fronts.
 Guests seeking a unique Rosewood property experience and
product, were not making the connection between
Rosewood properties and were increasingly identifying with
other strong hotel brands.
 Competition in the luxury hotel segment is intense and it
was becoming difficult to position Rosewood’s collection of
properties in an increasingly crowded field of luxury
operators.
 Their current brand positioning substantially limits their
market.

7. CORPORATE BRANDING

8. EXTERNAL COMPETITION
Competing with known chains and indiv
idually branded properties, to name few:
 Four Seasons with 58 properties
 Ritz-‐Carlton – 52 properties
 Fairmont – 46 properties
 Orient express
 Rocco Forte etc.

9. AGENTS PERCEPTION
 I book the hotel and not the Rosewood
 Brand is not as important as the hotels & resorts
 The brand is not as strong as it was in its past
 Known only by individual hotels & resorts
 Clients don’t come asking for Rosewood as a Brand
clients know Rosewood only because I educate them on
it
 We have to drive understanding of Rosewood. Once
they understand what Rosewood is, it does mean some
thing

10. EMPLOYEES PERCEPTION
 It’s a brand of dilemma –
don’t see great opportunity, few
business opportunity.
 Secret club known by some guests who
go and the industry .
Very low awareness. Those who know ar
e past guests.

11. GUESTS PERCEPTION
 Brand Rosewood means nothing.
Guests have used various properties but
couldn’t realize that all were a part of
same group .
Even after staying at the property, guests
don’t tend to know the name Rosewood.
Rosewood as a brand doesn’t encourages
me to try different properties.
I didn't know until my travel agent
mentioned it.

12. Global positioning with one-of-a-kind
properties.
Strong emotional bonds through current
successful hotels.
Unique competitive advantage and
differentiation versus competitors - "Sense of
Place".
Global flexible data warehousing system.
RevPAR is 17.62% higher than the luxury hotel
market average.

13. Internal resistance in changing corporate
branding strategy.
Mixed branding signals - inconsistent use of
Rosewood Logo.
Inconsistent view of corporate culture across
company.
Low brand recognition and low recall ability
of guests.
83.97% fewer rooms than market average in
luxury hotel industry.

14. Implementing a corporate branding strategy.
Cross-property usage.
Implementing a reward program for loyal
customers.
Brand-wide performance development.
Increasing philanthropic activity to promote
brand image and enhance brand awareness.

15. Luxury hotel industry highly competitive.
Very high property growth of competition.
Consumers have narrow perceptions to luxury
hotel brands.
Customers are increasingly connecting with
corporate branded hotels.
Repeat customers are property loyal.
Competitors in LH industry are cut throat for
brand image.

16. CURRENT ISSUES
 After switching to automated data gathering
through CRS, consolidated guest data revealed
that-
 5% multi property return visit while corporate
branded hotels enjoyed 10%‐15% cross poverty
usage rate.
 Rosewood was at the low end of the scale and t
here were an opportunity for increasing cross
‐property usage.

17. PROBABLE SOLUTIONS
 Through frequent-stay program.
 Corporate branding approach .

18. Issues observed with Frequent
Stay Programme
 This type of program had been successful only f
or large multi segment operators with broad
geographic distribution.
 Loyalty through these type of program
was fostered by offerings such as — flexible
check in, check out time, personalized services,
freedom to request a specific room, capacity of
employees to solve most unusual problem etc…

19. Advantages of Corporate Branding
 Collective experience .
 Consistent service – in all aspects .
 Encourage guests to use more than one
property.
 Better brand recognition.
 High customer loyalty.
 As per the survey, Individual brand or collection
hotels had 5% to 10% cross selling rates while
corporate branded hotels enjoyed 10% to 15% cro
ss property usage rates.

20. SUGGESTIONS
 Don’t dilute individual brand persona .
 Subtly add Rosewood to it.
 Get internal teams confidence.
 Show them a bigger picture.
 Incentivize trade and ask them to push a
brand.
 PR can do wonders.
 Build a Rosewood membership plan .
 Tie up with travel agencies/tour operators.