IAHI 2010 Membership Survey


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Outcomes of the 2010 IAHI member survey

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  • This is work in progress, but you can see this is the wheel for our Executive Committee, with the thought bubbles representing where we have metrics that apply to the area. The wheel represents the ‘How we win’ section of our strategy – the ‘Where we play’ section is very specific to just a few teams, but clearly the EC have actions in this area. The vast majority of IHG colleagues do not have a ‘Where we play’ responsibility, and those that do are aware that they do, so this is why it is broken out separately for the EC wheel. [For our department, we have no specific ‘Where we play’ responsibility, so we will just be creating our wheel.] [NOTE: Adjust as necessary for your department] So, let’s look at how a department has successfully created their wheels – in this case, we’ll use Global Human Resources as a great example…
  • We also developed what we call the “IAHI Definition of Success”. The idea is that for this year, 2008, we have a very succinct, clear and specific picture of what success looks like.
  • IAHI 2010 Membership Survey

    1. 1. <ul><li>2010 IAHI Membership Survey </li></ul><ul><li>Executive Summary Results </li></ul>
    2. 2. 2010 IAHI Member Survey Executive Summary <ul><li>Economic Environment : </li></ul><ul><li>Owners remain very concerned about the economy </li></ul><ul><ul><li>Though on road to recovery, many still struggling </li></ul></ul><ul><ul><li>Over 40% not able to generate enough cash flow to service debt and make capital improvements on their hotels </li></ul></ul><ul><li>Member Satisfaction with IAHI : </li></ul><ul><li>In the context of the extremely challenging economic environment, Owner overall level of satisfaction with IAHI has dropped since 2008 </li></ul><ul><ul><li>While primary strategic objective of IAHI is to help improve owner financial performance, only 41% of owners very satisfied or satisfied with IAHI support in this area </li></ul></ul><ul><ul><li>Owners would also like more support with people development and responsible business </li></ul></ul><ul><li>Owner Support : </li></ul><ul><li>First and foremost, Owners want help improving their return on investment </li></ul><ul><ul><li>Specifically, Owners want support from IAHI/IHG in several key areas: </li></ul></ul><ul><ul><ul><li>Driving occupancy </li></ul></ul></ul><ul><ul><ul><li>Managing average room rates </li></ul></ul></ul><ul><ul><ul><li>Finding, developing and retaining talented hotel employees </li></ul></ul></ul><ul><ul><li>Other areas of desired support include utility and energy cost management and procurement support to get competitive pricing for bedding and linens, guest supplies and F&B </li></ul></ul><ul><li>People Development : </li></ul><ul><li>Owners feel development of talented employees is extremely important (78% Very important, 18% Important) </li></ul><ul><ul><li>Owners, however, are only “satisfied” (Not very satisfied) with their ability to develop talent and deliver superior guest experience </li></ul></ul><ul><ul><li>Most Owners measure and manage employee engagement. Many who do not are not sure how </li></ul></ul><ul><li>IAHI Involvement : </li></ul><ul><li>Owner willingness to be actively involved in the IAHI is high: </li></ul><ul><ul><li>37% want to be more involved: 64% interested in serving on a Committee, 20% on the Board and 16% as Officer </li></ul></ul>
    3. 3. Members and Respondents By Region* – Respondents Representative of IAHI Membership Distribution Of Members and Respondents By Region 3038 Total Member Hotels 578 Total Respondents Asia Pacific Canada Mexico EMEA United States Latin America Q7.1: “What is your region?” * Total open hotels: 4269; Total Member hotels: 3038; Total Respondent IHG Hotels: 704 (23% of all Member IHG Hotels)
    4. 4. Respondents By IHG Brand – All Brands, Especially Express, Well Represented Distribution Of Respondents By IHG Brand ~1872 Total Members 578 Total Respondents
    5. 5. IAHI members are still VERY concerned regarding current economic environment Members are Still Struggling with Business Recovery and Generation of Cash Flow to Service Debt and Capital Improvements Business Performance in Economic Environment Ability to Generate Cash for Debt Service & Capital Improvements Q2.1: “How is your business doing in the current economic environment?” Q2.2: “Do your hotels generate enough cash flow to support debt service and capital improvements?”
    6. 6. In Tough Economic Environment, Overall IAHI Member Satisfaction Decreased From 2008 To 2010 Overall Satisfaction by Level 1% 3% <ul><ul><li>Owners have and continue to struggle in economic environment </li></ul></ul><ul><ul><li>Primary strategic objective of IAHI is to improve owner return on investment </li></ul></ul><ul><ul><li>Owners rate IAHI relatively low (41% very satisfied or satisfied) regarding support provided to improve owner financial performance (3.2) </li></ul></ul><ul><ul><li>Less IAHI-Involved Owners and Struggling Owners Lowering Satisfaction Level </li></ul></ul>Potential Reasons for Decrease in Overall Satisfaction Q3.1: “How satisfied are you with the overall performance of the IAHI?” Q3.2: “How satisfied are you with the support provided by the IAHI to help improve owner financial performance?” Very Satisfied Satisfied Somewhat Satisfied Dissatisfied Not Very Satisfied N/A
    7. 7. IAHI/IHG Joint Policy Wheel Scorecard: Owners Want More Support Improving Financial Performance Strategic Priorities in collaboration with IHG Help Improve Owner Financial Performance Support HR Issues and Help Develop Talented Employees Support Environmentally Friendly &Sustainable Business Help you Deliver Excellent Service & Superior Guest Experience 41% 51% 56% 49% % Top 2 Box (Very Satisfied or Satisfied)
    8. 8. The top member challenges today are generating cash flow to cover debt and capital improvement, Driving Occupancy, Managing Average Room Rates, Developing People and Reducing Costs Top IAHI Member Challenges (% Very Important) Top Owner Challenges Q4.1: “Please rate each of the following challenges you face today. Very important, Important, Somewhat Important, Not Important”
    9. 9. IAHI Members Are Just Satisfied (Not Very Satisfied) With Employees’ Service Delivery And With Ability To Identify, Recruit And Develop Hotel Employees Employee Delivery of Superior Guest Experiences Ability to Identify, Recruit and Develop Hotel Employees Q5.2: “How satisfied are you with your employees’ delivery of superior guest experiences in your hotels?” Q5.1: “How satisfied are you with your ability to identify, recruit and develop hotel employees?” Very Satisfied Satisfied Somewhat Satisfied Not Very Satisfied Dissatisfied Very Satisfied Satisfied Somewhat Satisfied Not Very Satisfied Dissatisfied
    10. 10. Many Members (37%) Would Like To Increase Their Level Of IAHI Involvement. Of Those, 64% Would Like To Be On A Committee, 20% Be On the Board And 16% Be An Officer Desired Level of IAHI Involvement Like Current Level Ways Wish to Be More Involved Get More Involved Committee Involvement Global Board Officer Be Less Involved Q6.2: “How much would you like to be involved with the IAHI?” Q6.3: “In the future, what ways would you like to be involved with the IAHI (check all that apply)?
    11. 11. Potential IAHI (and IHG) Implications – For Discussion <ul><li>Stay focused and continue working with IHG to develop and support strategies that improve Owner return on investment (ROI): </li></ul><ul><ul><li>Increasing occupancy </li></ul></ul><ul><ul><li>Managing average rates </li></ul></ul><ul><ul><li>Developing people </li></ul></ul><ul><ul><li>Reducing costs </li></ul></ul><ul><li>Continue to increase active Owner involvement in IAHI leadership </li></ul><ul><li>Look for ways to provide relief to Owners during recovery period: </li></ul><ul><ul><li>Reduce existing costs </li></ul></ul><ul><ul><li>Lighten existing standards and costs where possible </li></ul></ul><ul><ul><li>Be careful about adding new requirement and costs </li></ul></ul><ul><li>Work with IHG to improve ability to develop talented hotel employees who can deliver superior branded guest experiences </li></ul><ul><li>Support the development of Owner ability to measure and manage Employee Engagement </li></ul><ul><li>Provide other support in key areas such as: </li></ul><ul><ul><li>Best practices related to Green Engage </li></ul></ul><ul><ul><li>Procurement programs that drive better pricing in key cost areas </li></ul></ul><ul><ul><li>Online travel agent process and distribution </li></ul></ul><ul><ul><li>Guidance with RFP development </li></ul></ul>IAHI Performance People Development Current Economic Environment IAHI Owner Support