Presentation on theme: "COURTYARD 2013 MARKETING PLAN. OVERVIEW POSITIONING CORE MESSAGE TARGET DISTRIBUTION AND GROWTH BUDGET 2013 COURTYARD GLOBAL SUMMARY Largest global."— Presentation transcript:
OVERVIEW POSITIONING CORE MESSAGE TARGET DISTRIBUTION AND GROWTH BUDGET 2013 COURTYARD GLOBAL SUMMARY Largest global brand (# properties) in MI portfolio – over 900 properties in 37 countries; expected to reach 1,000 hotels in 2014 MI’s largest global pipeline, with majority of growth occurring in the Americas 11 th largest hotel brand in the world Celebrates its 30 th anniversary in 2013 Brand Ideal “lens” to be activated for all brand activity Refreshing Business - Courtyard is designed for the business traveler who’s driven by success, but also sees business travel as an opportunity. Courtyard is the smart, dynamic culturally relevant hotel that helps me make the most of my time while traveling, so I can be successful. “It’s A New Stay” (Proof points vary by region) “The Optimistic Achiever” - Balanced FBT who is focused on success at work and down time after work as reward for a job well done. Seeking an upscale, stimulating hotel experience at a price lower than Full Service. North America:825 Pipeline: North America:112 Europe: 44Europe: 8 CALA: 18CALA: 9 Asia Pacific: 25Asia Pacific: 30 Middle East/Africa: 3Middle East/Africa: 9 Total 915168 North America: Europe: CALA: Asia Pacific: Middle East/Africa Total (TBD) 1
NORTH AMERICA KEY DRIVERS CORE MESSAGE TARGET KEY COMPETITORS Approximately 75% of properties will have made the conversion to CYRB by YE 2012; those converted performing exceptionally well against key metrics (GSS, share, and profitability) Weekend RevPar still below desirable levels Still seeing low unaided awareness North America represents 2/3 of global pipeline “It’s A New Stay” – as demonstrated by the many choices and options that allow you to make the most of your time on the road. These include: The Bistro - Offers new food and beverage options, including evening bar and dinner, to meet guests evolving needs. Grab and go or sit and be served. Healthier food options. Starbucks coffee in the morning. Warm and Modern Lobby Space - Gives guests options for getting out of the room, to be in a more social space, where they can relax, meet with colleagues or friends. Offers free wi-fi. The GoBoard – Interactive touch-screen technology lets guests find important local information and maps. Offers more control with real time information when they want it. Primary: “The Optimistic Achiever” – FBT’s who find business travel enjoyable, and want to balance productivity with an experience that goes beyond meeting their work needs. DemographicsPsychographics 79% Male Movies, sports, nightlife and fitness are top activities 80% College Graduates (33% Grad. Degree) Technology plays an important role in their life 36% Boomer; 48% GenX; 15% Gen Y Dine at wide variety of establishments, favoring casual fare 68% Married Strong value orientation in companies/brands they shop $128K Average Income Heavy internet users and frequent TV watchers. 65% Suburban Residence (25% Urban) Sports is a top interest, with NFL the most favored sport Secondary Targets: BT: Small Business; PT: Couples – Grown Up Experience HGI (536 properties): Rolling out “Project Gr0w” lobby renovation; remains strong threat based on leading performance in YE 2011 Brand Tracker metrics of usage, trip share, consideration, and love. Holiday Inn (1204 properties): Nearing completion of re-launch. Piloting new lobby concept – “Social Hub” – focused on work and play. Leads on first-choice preference based on YE 2011 BT. (Note: IHG announced a new mid-scale select service brand called “EVEN.” Designed to appeal to health-conscious traveler.) Hampton Inn (1848 properties): Sheer size and movement up market continues to make this a brand that can’t be ignored. Hyatt Place (162 properties): While small in distribution, HP leads the tier on rooms, design, upscale and up-to-date metrics based on the YE 2011 BT. It also leads on the “love” metric. Definitely a brand to watch.. 2013 COURTYARD 3 MACRO OBJECTIVE Regain the upper-moderate category leadership position
OBJECTIVES STRATEGIESMETRICS NORTH AMERICA Grow weekday consideration and share through brand differentiation and communication of superior product and benefits Drive greater weekend consideration Refine and grow segment- specific efforts to capture relevant audiences Grow brand engagement and advocacy Highlight the emotional benefits of the brand innovation by continuing to leverage the evolved “New Stay” platform in a robust multi- channel effort Optimize NFL partnership through integrated cross-channel activation Elevate airport strategy to test year-round placement of innovative lobby zones in key markets Tap into MR database to increase trip share through exclusive offers to targeted customers Optimize use of leisure portal to communicate all things CY on weekends (Experiences, AP. etc.) Refine weekend offers as appropriate Tap into MR database to increase wknd share through exclusive offers to targeted customers Maximize opportunities to drive greater consideration and trial with the important small business secondary target Leverage partnerships with amateur sports and weddings; pursue other appropriate partners Leverage CY’s MR Insiders community to converse with our most loyal customers Optimize the brand’s social media assets to gain customer engagement and favorability Statistically significant lift in core messaging, key perception metrics, and consideration via ad tracker Incremental room nights and revenue Increased consideration for weekends, as measured by appropriate studies Incremental room nights and revenue Measure lift in consideration and trip share via brand tracker Incremental room nights and revenue Increase in Facebook,Twitter, and Insiders followers Lift in Intent To Recommend in brand tracker 2013 COURTYARD 4 MACRO OBJECTIVE: Regain the upper-moderate category leadership position
CHANNEL/ ACCOUNTABILITY PROGRAM/ACTIVITYMETRICS NORTH AMERICA Broadcast, Print, Digital And OOH Media Events/Exhibits Public Relations Social Media 2013 COURTYARD Implement an innovative, integrated communications plan, which may include TV, online video, mobile, OOH, and paid search to drive broad awareness of brand innovation, and reflect the evolution of the “New Stay” platform Optimize our NFL partnership with high-impact event activations Look to expand airport lobby zone installations to be year-long in three key markets: BWI, Chicago O’Hare, and Phoenix Develop a highly engaging and differentiated event to recognize the brand’s 30 th anniversary Create awareness and buzz around the 30 th anniversary milestone Support NFL partnership activation Leverage traditional and social media channels to tell the CY news, as well as support high- profile brand initiatives Provide relevant and compelling content to connect to our audience in our social media assets (Facebook, Twitter, Insiders) Ensure integration between social and all of our marketing programs Statistically significant lift in core messaging, key perception metrics, and consideration via ad tracker Additional metrics by medium as appropriate Customer engagement, PR impressions/media value Impressions/media value; share of voice/brand sentiment Increase in followers and engagement 5
CHANNEL/ ACCOUNTABILITY PROGRAM/ACTIVITYMETRICS NORTH AMERICA Packages/Promotions Partnerships/Sponsorships E-Commerce Marriott Rewards Property Pull-Through 2013 COURTYARD Merchandise “Experiences” packages through the weekend portal Develop NFL-themed packages and promos Activate NFL partnership to provide customers with meaningful, high-value experiences Merchandise amateur sports and weddings offerings to drive small group business Optimize small business programs like Amex OPEN to drive consideration among target sub-segment Continue to test re-targeting efforts Leverage m.com to merchandise the brand and its initiatives Optimize paid search efforts to drive revenue Continue DM efforts to engage with targeted customers and drive greater BT and PT share Tap into CY loyalists thru CY Insiders to gain greater brand engagement and favorability Merchandise CY-specific benefit for elites Ensure pull-through of all programs (NFL, etc.), to ensure integrated customer experience Greater consideration for the brand for weekends Incremental revenue Shifts in perception (ad tracker) Incremental revenue Consideration/trip share, as measured by brand tracker Conversion/ROI Click thru to landing pages; conversion Achieve revenue goals Incremental room nights and revenue Customer engagement and brand advocacy (TBD) TBD Property engagement 6
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