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Brand Architecture in the
Hospitality Industry
RAJNISH TULI │APRIL 2015
1
Multiple factors (macro
and micro) influence Brand’s
Success in a dynamic
environment.
What Drives
&
BRAND?
Differentiates...
Business Questions Answered
3
1
Which survey metric (KPI) is best reflection
of in market performance of brand?2
Which is ...
Key Question Explored
4
To find consumers’ PATH TO PREFERENCE across AMEA region for the Luxury Hotel Chain
MIDDLE EAST
IN...
The Approach
5
What is Brand
Context?
UNDERSTANDING
BRAND CONTEXT
1
Understanding brand
context – Competition,
Target Audi...
01 Understanding the Brand Context
6
Establishing a relevant hypothesis was crucial in determining the path that the
hotel...
02 Identifying the Market Success Indicator in
Hospitality Industry
7
Hotel Preference was the consistent measure showing ...
03 Defining the Positioning Dimensions
8
Factor Analysis used to group the image attributes of a great luxury hotel across...
04 Path Modelling
9
Path Modelling tells us the best route of communication to drive our strategic business needs. It LINK...
05 Performance Analysis to identify brand building
opportunities
10
In order to understand what attributes truly different...
The Findings
11
Path to Preference for this luxury hotel chain revolves around providing
Thoughtful Service that will create a Connection ...
Working on Thoughtful service ties into both Primary Levers
of Preference
13
PREFERENCE
WORTH WHAT I PAY
CONSISTENCY
EMOTI...
Building Popularity spans into Luxury and has a direct impact
on Primary levers of Preference
14
PREFERENCE
WORTH WHAT I P...
Working on Luxury, ties into both of our Primary Levers of
Preference
15
PREFERENCE
WORTH WHAT I PAY
CONSISTENCY
EMOTIONAL...
FREQUENT GUEST PROGRAM
Identifying Common levers of Preference for the hotel across
AMEA region
16
WORTH WHAT I PAY
EMOTIO...
Defend strengths, seize opportunities, and communicate Thoughtful
Service & Luxury to drive Preference for the hotel acros...
Tying the Communication Touch points with Key Preference
levers
18
Tourism Board Sites
Email from Brand
Entertainment & Sp...
How to make it Possible ?
19
• Do I need Brand Architecture for my Brand ?
• What kind of data is required?
• Is it very r...
MB help clients to address a broad range of business questions concerning
their brand, media, and communication strategies
21
Our Clients…
RAJNISH TULI │APRIL 2015
23
Brand Architecture in the
Hospitality Industry
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Brand Architecture in Hospitality Industry

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Presented by Rajnish Tuli, Marketing Science Director, Millward Brown, South East Asia at ISS Seminar: Digital Analytics – The Game Changer for the Hospitality Industry on 10 Apr 2015.

Published in: Technology
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Brand Architecture in Hospitality Industry

  1. 1. Brand Architecture in the Hospitality Industry RAJNISH TULI │APRIL 2015 1
  2. 2. Multiple factors (macro and micro) influence Brand’s Success in a dynamic environment. What Drives & BRAND? Differentiates my With robust understanding of levers of choice in hospitality business, marketers can identify differentiating factors to deliver excellence and competitive advantage.
  3. 3. Business Questions Answered 3 1 Which survey metric (KPI) is best reflection of in market performance of brand?2 Which is the best path to follow so that we drive preference for our hotels?3 How do we consolidate and find common grounds for regional brand strategy?4 Which Digital Touch points are more effective for driving specific levers of preference?5 What are the key levers to drive preference for our hotels?
  4. 4. Key Question Explored 4 To find consumers’ PATH TO PREFERENCE across AMEA region for the Luxury Hotel Chain MIDDLE EAST INDIA JAPAN AUSTRALIA SEA
  5. 5. The Approach 5 What is Brand Context? UNDERSTANDING BRAND CONTEXT 1 Understanding brand context – Competition, Target Audience, Growth objective of the Hotel chain. What KPI metric is the best reflection of sales in Hospitality industry? MARKETSUCCESS INDICATOR 2 Identify the KPI metric from our research that is most reflective of sales. What are the different Positioning dimensions? DIMENSION IDENTIFICATION 3 Factor analysis used to group brand imageries into relevant dimensions. What positioning platforms should the hotel use to drive consumer preference? PATH MODELLING 4 Path modeling used to define path to preference via positioning platforms. Identifying common levers for brand across the region REGIONAL INTEGRATION 5 Consolidating and finding common grounds for regional brand strategy
  6. 6. 01 Understanding the Brand Context 6 Establishing a relevant hypothesis was crucial in determining the path that the hotel brand should be communicating in the future. • Understand and identify the hotel brand’s current aims and status. • This streamlining process helped build a concise model that was effective in answering the business questions. Hotel Brand Preference Ladder WHERE DOES MY BRAND STAND? AM I A BIG OR SMALL PLAYER? WHO IS MY TARGET AUDIENCE? WHERE DO I WANT TO GROW? WHO ARE MY COMPETITORS? How do I move up? Awareness Total Consideration Preference Enthusiasm Familiarity Serious Consideration UNDERSTANDING BRAND CONTEXT
  7. 7. 02 Identifying the Market Success Indicator in Hospitality Industry 7 Hotel Preference was the consistent measure showing a strong relationship with Revenue data, hence it was used for further modelling exercise. • Correlations analysis conducted on brand tracking data with Hotel’s Revenue data to identify the best KPI to measure in the hospitality industry CORRELATIONS Preference Revenue Correlations of Revenue with Preference (r=0.52) MARKETSUCCESS INDICATOR
  8. 8. 03 Defining the Positioning Dimensions 8 Factor Analysis used to group the image attributes of a great luxury hotel across AMEA into 17 Positioning platforms. Communication Dimensions From Consumers’ Perspective 29 Attributes That Can Drive Preference Factor Analysis EMOTIONALCONNECT • Meet my needs • I love the brand • I will recommend the brand • I completely trust the brand • Fits my personality LUXURIOUS • I can experience luxury COSMOPOLITAN • Have up class toiletries • Are cosmopolitan ESSENTIALS • Offer good wi-fi service throughout the hotel • Excellent food • Are knowledgeable about the local area • Have professional staff that make the effort to understand your individual needs THOUGHTFUL SERVICE DIMENSION IDENTIFICATION
  9. 9. 04 Path Modelling 9 Path Modelling tells us the best route of communication to drive our strategic business needs. It LINKS measures together in sequence – allowing us to represent hypothesized causal relationships It involves several ITERATIONS of STRUCTURAL EQUATION MODELING until the best fit path is found. We can estimate the direct effect and indirect effect of each variable in the model. EMOTIONALCONNECT LUXURIOUS COSMOPOLITAN ESSENTIALS The areas most closely associated with Preference Often marketing outcomes Drives the Primary level Often more actionable than primary levers Drives, and is closely related to, the secondary lever Often the most actionable level, but will not be enough alone to drive preference PRIMARY LEVER SECONDARYLEVER TERTIARY LEVER FACTOR 1 FACTOR 2 FACTOR 3 PREFERENCE PATH MODELLING
  10. 10. 05 Performance Analysis to identify brand building opportunities 10 In order to understand what attributes truly differentiate the brand we ran an analysis called BRAND IMAGE PERCEPTION. It helped us to understand what are the strengths and weaknesses of our luxury hotel brand vs. competition. We layered it with path model to recommend the best path. MR BIG MR SMALL BRAND A BRAND B Worth what you pay Do you love Family friendly 30 -6 14 12 -3 26 -3 -3Hotels that are well-maintained FACTOR STATUS PRIMARY LEVERS Emotional Connect Worth What I Pay SECONDARY LEVERS Popular Thoughtful Service Consistency Luxurious TERTIARY LEVERS Cosmopolitan Meeting Excellence Essentials Owned By Competitors Shared Open Owned By Us
  11. 11. The Findings 11
  12. 12. Path to Preference for this luxury hotel chain revolves around providing Thoughtful Service that will create a Connection and demonstrate Premium 12 PREFERENCE WORTH WHAT I PAY CONSISTENCY EMOTIONALCONNECT LUXURIOUS THOUGHTFUL SERVICE FREQUENT GUEST PROGRAM ESSENTIALSCONCIERGE COSMOPOLITAN MEETING EXCELLENCE POPULAR 19% 22% 18% 28% 19%21%11%19%11% 19%13% 17% 26% 27% 23% 14% 10% 14% Primary Lever Secondary Lever Tertiary Lever
  13. 13. Working on Thoughtful service ties into both Primary Levers of Preference 13 PREFERENCE WORTH WHAT I PAY CONSISTENCY EMOTIONALCONNECT LUXURIOUS THOUGHTFUL SERVICE FREQUENT GUEST PROGRAM ESSENTIALSCONCIERGE COSMOPOLITAN MEETING EXCELLENCE POPULAR 19% 22% 18% 28% 19%21%11%19%11% 19%13% 17% 26% 27% 23% 14% 10% 14% Owned By Competitors Shared Open Owned By Us
  14. 14. Building Popularity spans into Luxury and has a direct impact on Primary levers of Preference 14 PREFERENCE WORTH WHAT I PAY CONSISTENCY EMOTIONALCONNECT LUXURIOUS THOUGHTFUL SERVICE FREQUENT GUEST PROGRAM ESSENTIALSCONCIERGE COSMOPOLITAN MEETING EXCELLENCE 19% 22% 18% 28% 19%21%11% 19%13% 17% 26% 27% 23% 14% 10% 14% Owned By Competitors Shared Open Owned By Us 11%19% POPULAR
  15. 15. Working on Luxury, ties into both of our Primary Levers of Preference 15 PREFERENCE WORTH WHAT I PAY CONSISTENCY EMOTIONALCONNECT THOUGHTFUL SERVICE FREQUENT GUEST PROGRAM ESSENTIALSCONCIERGE COSMOPOLITAN MEETING EXCELLENCE POPULAR 19% 22% 18% 28% 19%21%11%19%11% 19%13% 17% 26% 27% 23% 14% 10% 14% Owned By Competitors Shared Open Owned By Us LUXURIOUS
  16. 16. FREQUENT GUEST PROGRAM Identifying Common levers of Preference for the hotel across AMEA region 16 WORTH WHAT I PAY EMOTIONALCONNECT LUXURIOUS THOUGHTFUL SERVICE ESSENTIALS COSMOPOLITAN POPULAR MEETINGEXCELLENCE REGIONAL INTEGRATION 4% 7% 7% 7% 12% 12% 14% 17% 20% 2% 7% 8% 2% 10% 5% 19% 17% 16% 9% 8% 1% 15% 2% 19% 22% Primary Lever Secondary Lever Tertiary Lever
  17. 17. Defend strengths, seize opportunities, and communicate Thoughtful Service & Luxury to drive Preference for the hotel across AMEA region 17 REGIONAL INTEGRATION Owned By Competitors Shared Open Owned By Us WORTH WHAT I PAY EMOTIONALCONNECT LUXURIOUS THOUGHTFUL SERVICE ESSENTIALS COSMOPOLITAN MEETINGEXCELLENCE POPULAR
  18. 18. Tying the Communication Touch points with Key Preference levers 18 Tourism Board Sites Email from Brand Entertainment & Sports Site Yahoo / Google Blog FB / Twitter FB Page by the Brand BBC Email from Friends / Family Chatroom / Message What to communicate through each touch point? WORTH WHAT I PAY EMOTIONALCONNECT LUXURIOUS THOUGHTFUL SERVICE ESSENTIALS COSMOPOLITAN MEETINGEXCELLENCE POPULAR Primary Lever Secondary Lever Tertiary Lever 0.191 0.191 0.173 0.215 0.182 0.218 0.197 0.279 0.271 0.212 0.168 0.155 0.149 0.281 0.251 0.246 0.233 0.269 0.237 0.231 0.162 0.215 0.221 0.232
  19. 19. How to make it Possible ? 19 • Do I need Brand Architecture for my Brand ? • What kind of data is required? • Is it very resource intensive? • How frequently I need to carry this analysis? • Is it possible for local or national brand?
  20. 20. MB help clients to address a broad range of business questions concerning their brand, media, and communication strategies
  21. 21. 21 Our Clients…
  22. 22. RAJNISH TULI │APRIL 2015 23 Brand Architecture in the Hospitality Industry

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