leader in the global hospitality industry, Fairmont Hotels & Resorts is a celebrated collection of 59 distinctive hotels, which includes iconic landmarks like The Fairmont San Francisco, Fairmont The Norfolk, Nairobi and Canada’s Fairmont Banff Springs and more than 20 new properties in development, including London’s The Savoy and the Fairmont Peace Hotel in Shanghai re-opening 2010 following extensive restoration programs. Fairmont hotels are one-of-a-kind properties where sophisticated travelers can discover culturally rich experiences that are authentic to the destination. Situated in some of the most exclusive and pristine areas in the world, Fairmont is committed to responsible tourism and is an industry leader in sustainable hotel management with its award-winning Green Partnership program.
A leader in the global hospitality industry, Fairmont Hotels & Resorts is a celebrated collection of 59 distinctive hotels, which includes iconic landmarks like The Fairmont San Francisco, Fairmont The Norfolk, Nairobi and Canada’s Fairmont Banff Springs and more than 20 new properties in development, including London’s The Savoy and the Fairmont Peace Hotel in Shanghai re-opening 2010 following extensive restoration programs. Fairmont hotels are one-of-a-kind properties where sophisticated travelers can discover culturally rich experiences that are authentic to the destination. Situated in some of the most exclusive and pristine areas in the world.
This document provides an overview of AccorHotels S.A., a large multinational hospitality company based in Paris, France. It discusses Accor's corporate profile and history, leadership under CEO Sebastien Bazin, recent acquisitions including Fairmont Raffles Hotels International, synergies created through mergers and acquisitions, and a SWOT analysis. AccorHotels aims to be a leader in digital hospitality through an integrated plan focusing on customer experience, mobility, and business intelligence. The company owns 3900 properties across 100 countries and generates annual revenue of €5.4 billion under its portfolio of hotel brands.
Accor is the largest hotel group in Europe and sixth largest worldwide. It was founded in 1967 and has grown organically and through acquisitions to operate over 5,000 hotels across 100 countries. Accor underwent a radical transformation from 2015-2019 through asset sales, cost cutting, and refocusing on management contracts and services to increase profitability. While the COVID-19 pandemic significantly impacted Accor in 2020, the company is well-positioned for long-term growth due to strong fundamentals in the hospitality industry and Accor's diverse portfolio and loyalty programs.
This document outlines the leadership and board of directors of Accor, an international hospitality group. It then lists the company's hotel brands, properties, partnerships, sponsorships, and in-hotel offerings. Accor has over 5,000 properties globally across 110 countries. The company is committed to sustainability and corporate social responsibility, supporting various charitable organizations worldwide.
The document discusses the hotel and service industry in Thailand and provides information about Hilton hotels. It notes that the service sector accounts for around 50% of Thailand's GDP and has been growing, particularly in industries like hotels and restaurants. It then provides an overview of Hilton, including its brands, values, history, strategies, and competitors. Hilton operates various hotel brands across price segments from luxury to mid-priced. It aims to consistently delight customers and has over 4,000 hotels globally, positioning it as one of the largest hotel companies worldwide.
The document provides an overview of AXA Group, a global insurance company headquartered in Paris, France. It discusses AXA's history, operations, and core attitudes. AXA operates primarily in Western Europe, North America, Asia Pacific, and the Middle East. It has five business segments: life & savings, property & casualty, international insurance, asset management, and other financial services.
Accor is a French multinational hotel group founded in 1967 that owns, operates, and franchises hotels ranging from budget to luxury brands. It has over 3700 hotels across 95 countries and employs over 240,000 people. Some of its key brands include Ibis for budget hotels, Mercure and Novotel for midscale, and Sofitel, Pullman, and MGallery for upscale and luxury. The company has continued to expand its portfolio through acquisitions and introduced new brands over the years to cater to various market segments.
This document provides a strategic analysis of Shangri-La Hotels. It begins with an overview of the company profile and direction, including its vision, mission and values. It then performs an external analysis using PEST and Porter's Five Forces models to examine the macro environment and hotel industry. An internal analysis follows, covering Shangri-La's strategy, core competencies, value chain and financials. It concludes with a SWOT analysis and recommendations.
This document provides an overview of AccorHotels S.A., a large multinational hospitality company based in Paris, France. It discusses Accor's corporate profile and history, leadership under CEO Sebastien Bazin, recent acquisitions including Fairmont Raffles Hotels International, synergies created through mergers and acquisitions, and a SWOT analysis. AccorHotels aims to be a leader in digital hospitality through an integrated plan focusing on customer experience, mobility, and business intelligence. The company owns 3900 properties across 100 countries and generates annual revenue of €5.4 billion under its portfolio of hotel brands.
Accor is the largest hotel group in Europe and sixth largest worldwide. It was founded in 1967 and has grown organically and through acquisitions to operate over 5,000 hotels across 100 countries. Accor underwent a radical transformation from 2015-2019 through asset sales, cost cutting, and refocusing on management contracts and services to increase profitability. While the COVID-19 pandemic significantly impacted Accor in 2020, the company is well-positioned for long-term growth due to strong fundamentals in the hospitality industry and Accor's diverse portfolio and loyalty programs.
This document outlines the leadership and board of directors of Accor, an international hospitality group. It then lists the company's hotel brands, properties, partnerships, sponsorships, and in-hotel offerings. Accor has over 5,000 properties globally across 110 countries. The company is committed to sustainability and corporate social responsibility, supporting various charitable organizations worldwide.
The document discusses the hotel and service industry in Thailand and provides information about Hilton hotels. It notes that the service sector accounts for around 50% of Thailand's GDP and has been growing, particularly in industries like hotels and restaurants. It then provides an overview of Hilton, including its brands, values, history, strategies, and competitors. Hilton operates various hotel brands across price segments from luxury to mid-priced. It aims to consistently delight customers and has over 4,000 hotels globally, positioning it as one of the largest hotel companies worldwide.
The document provides an overview of AXA Group, a global insurance company headquartered in Paris, France. It discusses AXA's history, operations, and core attitudes. AXA operates primarily in Western Europe, North America, Asia Pacific, and the Middle East. It has five business segments: life & savings, property & casualty, international insurance, asset management, and other financial services.
Accor is a French multinational hotel group founded in 1967 that owns, operates, and franchises hotels ranging from budget to luxury brands. It has over 3700 hotels across 95 countries and employs over 240,000 people. Some of its key brands include Ibis for budget hotels, Mercure and Novotel for midscale, and Sofitel, Pullman, and MGallery for upscale and luxury. The company has continued to expand its portfolio through acquisitions and introduced new brands over the years to cater to various market segments.
This document provides a strategic analysis of Shangri-La Hotels. It begins with an overview of the company profile and direction, including its vision, mission and values. It then performs an external analysis using PEST and Porter's Five Forces models to examine the macro environment and hotel industry. An internal analysis follows, covering Shangri-La's strategy, core competencies, value chain and financials. It concludes with a SWOT analysis and recommendations.
Rosewood Hotels & Resorts is a luxury hotel brand with 12 properties worldwide. It aims to increase customer loyalty and cross-property usage through corporate branding. Currently, only 5% of guests stay at multiple Rosewood properties, compared to 10-15% for corporate brands. The new CEO recognizes low brand recognition and untapped potential for increased usage. Potential solutions include a loyalty program and corporate branding approach to encourage more visits and spending per guest. While corporate branding could boost retention rates and multi-property visits, there are also risks of diluting individual hotel brands and losing emotionally attached guests.
The document discusses the Taj Group of hotels and its strategy to develop a new brand architecture. It summarizes the history and growth of the Taj Group portfolio. To capitalize on opportunities from India's growing middle class and travel sector, Taj realized it needed new brands to clearly define its service tiers and segments. It developed new brands like Ginger, Vivanta and Taj Safaris to target different customers beyond its flagship Taj brand. The rebranding effort required engaging employees who were proud to work for the Taj brand. Internal acceptance of the new structure has been good and analysts predict the new brand strategy will help Taj significantly outperform competitors.
1.The Ritz-Carlton Understands the Value of Every Employee. If you’ve ever held a job where you didn’t feel appreciated, you understand how frustrating it can be. Heck, you probably didn’t care about the company, right? Well, the Ritz-Carlton avoids this pitfall by valuing every employee. By empowering the employee, the hotel creates a staff that is passionate about the hotel, its services, and its success. Furthermore, happier employees mean happier guests. In fact, the Ritz-Carlton has empowered employees so much that they have the ability to spend up to $2,000 to ensure guests have an enjoyable stay without seeking permission from management.
2.The Ritz-Carlton Defines its Brand. If you want to improve the public image of your brand, then what better way is there to do so than by defining it yourself? The Ritz-Carlton does this by telling stories about the hotel through its online content strategy. Their Stories that Stay with You page elaborates on ways in which their employees and the greater hotel have gone out of their way to ensure a great stay for guests. The Ritz-Carlton is excellent at not only framing their stories, but in behaving in such a way – providing great customer service at every level – that great stories happen.
3.The Ritz-Carlton Abides By its Standards. Forget unwritten rules or laws. The Ritz has 12 Service Values that are etched into every employee’s memory. By requiring that everyone on the payroll memorize the company’s golden standards, the Ritz showcases the fact that they are genuinely passionate about their standards and commitment to customer service. Likewise, be sure to establish internal and external standards for your brand and hold your entire team accountable to them to ensure an incredible customer experience!
For over a century, the Ritz-Carlton Hotel has defined itself as the standard for quality and luxury in the hotel industry. While the ritzy Ritz-Carlton is flush with grandiose chandeliers and staircases, it’s the customer service and brand differentiation that’s given the hotel its staying power. By implementing pizazz into your marketing strategy, you’ll give your business a more powerful presence in the real context of B2B relations.
ITC Limited was incorporated in 1910 as Imperial Tobacco Company of India and has since diversified into various business segments including hotels. ITC Hotels was launched in 1975 and pioneered the concept of 'Responsible Luxury' in hospitality. ITC Hotels operates several brands including ITC Luxury Collection, WelcomHotels, Fortune Hotels and WelcomHeritage. It is committed to sustainable practices and all its hotels are LEED Platinum certified, making it the greenest luxury hotel chain globally.
Superior service providers consciously strive to create a memorable customer experience by nurturing a culture for 'serving' . They go beyond efficient and effective service design to bring spirituality in service .Superior service delivery requires managing customer expectations and incorporating self service technologies .Customers' expectations play a crucial role in this .
This case study is an example of designing and managing services .
The document summarizes information about the Ritz-Carlton hotel chain, including that it was founded by Cesar Ritz and has received the Malcolm Baldrige National Quality Award twice. It describes the Ritz-Carlton's motto of "We are Ladies and Gentlemen Serving Ladies and Gentlemen", vision/mission, and gold standards for employee training and customer service through their "Seven Day Countdown" management trainee program.
This document provides a marketing plan for introducing a new afternoon tea menu at the Hilton Worldwide Hotel in Belfast. It includes a market audit analyzing the external environment and Hilton's internal resources. Key strategies identified are segmenting the target market and positioning the new product. Objectives are to introduce the new menu in February 2017 and identify new markets. The plan outlines the required resources and control measures to implement the new product.
Hotel industry in India & the Taj groupAnant Kumar
The document discusses Indian Hotels Company Limited (IHCL), which operates various hotel brands across India and other countries. Some key points:
- IHCL was founded in 1903 and is headquartered in Mumbai, operating 108 hotels in India and 17 internationally under brands like Taj, Vivanta, Gateway and Ginger.
- It analyzes the hospitality industry and IHCL's position using tools like Porter's 5 forces, SWOT analysis and segmentation/positioning.
- IHCL has a diverse portfolio of hotel types targeting different customer segments. It also explores opportunities like expansion, mergers, and tie-ups with airlines/cruise lines.
Infosys Consulting (ICI) was established in 2006 to expand Infosys' presence in the global business consulting market. While ICI aimed to leverage Infosys' Global Delivery Model (GDM) of offshore resources, integrating consulting services posed challenges due to differences in culture and business models between ICI and Infosys Technologies Limited (ITL). To compete effectively, ICI would need to establish its brand, deliver higher value beyond cost savings, and strengthen integration with ITL over the long term.
This document summarizes the operations of a luxury hotel chain from 2001-2003. It shows the number of hotels, rooms, and properties lost year-over-year. It then discusses the chain's strategy of individually branded hotels reflecting local character. Later, it considers introducing a corporate branding strategy and outlines perceived advantages like increased customer loyalty and cross-property usage, as well as challenges like risks of alienating loyal guests. Tables show projections of key metrics like number of repeat guests and cross-property stays with and without a corporate branding strategy. Customer and agent feedback on brand recognition are also presented, along with recommendations for building the brand.
Analyse Sectorielle Grande Distribution 2013Digimind
En France, la grande distribution représente 10% du PIB du pays et génère 600.000 emplois*. Deux chiffres clés qui ont invité l’équipe Analyse de Digimind à pousser l’étude un peu plus loin.
En s’appuyant sur Digimind Intelligence, nous avons surveillé les 12 enseignes hexagonales majeures (maillage national) afin de dégager les grands chiffres du secteur. Nous avons réalisé ensuite un focus sur les 3 enseignes constituant le podium de ce panel : Carrefour, E.Leclerc et Auchan.
A la lecture de cette analyse, vous découvrirez notamment :
- Les chiffres clés du secteur
- Les concepts les plus associés aux enseignesLa corrélation parts de marché et parts de voix sur le web
- Les thèmes prégnants des 6 derniers mois
- Le top 3 : ses forces, ses actualités…
This document provides an overview of Hilton Worldwide brands for a roadshow in Chelyabinsk, Russia. It discusses Hilton's portfolio of 12 brands ranging from economy to luxury, and the competitive positioning of each brand in Europe. It highlights the strong performance of Hilton brands globally and in Europe/Africa specifically. The document also summarizes the key aspects of Hilton's commercial engine that drives brand performance, including their loyalty program, revenue management, sales and marketing support, and technology platforms.
The document discusses the history and operations of The Ritz-Carlton hotel chain. It began in the late 19th century and has since expanded globally while maintaining a focus on high-quality service. When opening new hotels, Ritz-Carlton employs a rigorous staff selection and training process called the "Seven Day Countdown" to prepare employees. This involves orientations, skills training, and test runs during the critical week before a new hotel opens its doors to customers. While a brief period, Ritz-Carlton's process and brand reputation have helped hotels open successfully.
This presentation gives you an insight into the world of The Ritz -Carlton and helps you understand via marketing fundamentals why designing and managing services are of utmost importance.
ITC Hotels is India's second largest hotel chain with over 100 hotels. It is part of the ITC Limited group of companies and is the exclusive franchisee of The Luxury Collection brand of Starwood Hotel and Resorts in India. ITC Hotels focuses on lodging and boarding services and creates value through quality food and service offerings, marketing and sales efforts, and online booking options to attract tourists, urban populations, and organizations as customers.
This document discusses Rosewood Hotels & Resorts, a luxury hotel management company. It operates a collection of individually branded luxury hotels and resorts around the world. The document analyzes factors affecting Rosewood's brand, including competition, employee and guest perceptions. It finds low brand awareness and recommends adopting a corporate branding approach to increase loyalty and cross-property usage. Financial projections show corporate branding increasing the customer lifetime value compared to operating as individually branded properties. Suggestions are made to strengthen Rosewood's brand equity through internal alignment, public relations, membership programs and travel partnerships.
Travelodge wanted to improve the customer experience by streamlining the booking and check-in process. They created a new digital platform to allow customers to easily book rooms, select amenities, check-in remotely and access their rooms with mobile keys. This new customer journey is aimed at enhancing convenience and personalization for Travelodge customers.
The document discusses the function of the new openings team within the Travelodge operations department. It summarizes Travelodge's vision to triple in size by 2020 by investing 3.5 billion and reaching 1000 hotels and 20 million customers annually. The new openings team supports this growth strategy and works to communicate, liaise, develop relationships, identify risks/opportunities, protect the brand, and challenge processes to help Travelodge achieve its vision of rapid expansion through new hotel openings.
Rosewood Hotels & Resorts is a luxury hotel brand with 12 properties worldwide. It aims to increase customer loyalty and cross-property usage through corporate branding. Currently, only 5% of guests stay at multiple Rosewood properties, compared to 10-15% for corporate brands. The new CEO recognizes low brand recognition and untapped potential for increased usage. Potential solutions include a loyalty program and corporate branding approach to encourage more visits and spending per guest. While corporate branding could boost retention rates and multi-property visits, there are also risks of diluting individual hotel brands and losing emotionally attached guests.
The document discusses the Taj Group of hotels and its strategy to develop a new brand architecture. It summarizes the history and growth of the Taj Group portfolio. To capitalize on opportunities from India's growing middle class and travel sector, Taj realized it needed new brands to clearly define its service tiers and segments. It developed new brands like Ginger, Vivanta and Taj Safaris to target different customers beyond its flagship Taj brand. The rebranding effort required engaging employees who were proud to work for the Taj brand. Internal acceptance of the new structure has been good and analysts predict the new brand strategy will help Taj significantly outperform competitors.
1.The Ritz-Carlton Understands the Value of Every Employee. If you’ve ever held a job where you didn’t feel appreciated, you understand how frustrating it can be. Heck, you probably didn’t care about the company, right? Well, the Ritz-Carlton avoids this pitfall by valuing every employee. By empowering the employee, the hotel creates a staff that is passionate about the hotel, its services, and its success. Furthermore, happier employees mean happier guests. In fact, the Ritz-Carlton has empowered employees so much that they have the ability to spend up to $2,000 to ensure guests have an enjoyable stay without seeking permission from management.
2.The Ritz-Carlton Defines its Brand. If you want to improve the public image of your brand, then what better way is there to do so than by defining it yourself? The Ritz-Carlton does this by telling stories about the hotel through its online content strategy. Their Stories that Stay with You page elaborates on ways in which their employees and the greater hotel have gone out of their way to ensure a great stay for guests. The Ritz-Carlton is excellent at not only framing their stories, but in behaving in such a way – providing great customer service at every level – that great stories happen.
3.The Ritz-Carlton Abides By its Standards. Forget unwritten rules or laws. The Ritz has 12 Service Values that are etched into every employee’s memory. By requiring that everyone on the payroll memorize the company’s golden standards, the Ritz showcases the fact that they are genuinely passionate about their standards and commitment to customer service. Likewise, be sure to establish internal and external standards for your brand and hold your entire team accountable to them to ensure an incredible customer experience!
For over a century, the Ritz-Carlton Hotel has defined itself as the standard for quality and luxury in the hotel industry. While the ritzy Ritz-Carlton is flush with grandiose chandeliers and staircases, it’s the customer service and brand differentiation that’s given the hotel its staying power. By implementing pizazz into your marketing strategy, you’ll give your business a more powerful presence in the real context of B2B relations.
ITC Limited was incorporated in 1910 as Imperial Tobacco Company of India and has since diversified into various business segments including hotels. ITC Hotels was launched in 1975 and pioneered the concept of 'Responsible Luxury' in hospitality. ITC Hotels operates several brands including ITC Luxury Collection, WelcomHotels, Fortune Hotels and WelcomHeritage. It is committed to sustainable practices and all its hotels are LEED Platinum certified, making it the greenest luxury hotel chain globally.
Superior service providers consciously strive to create a memorable customer experience by nurturing a culture for 'serving' . They go beyond efficient and effective service design to bring spirituality in service .Superior service delivery requires managing customer expectations and incorporating self service technologies .Customers' expectations play a crucial role in this .
This case study is an example of designing and managing services .
The document summarizes information about the Ritz-Carlton hotel chain, including that it was founded by Cesar Ritz and has received the Malcolm Baldrige National Quality Award twice. It describes the Ritz-Carlton's motto of "We are Ladies and Gentlemen Serving Ladies and Gentlemen", vision/mission, and gold standards for employee training and customer service through their "Seven Day Countdown" management trainee program.
This document provides a marketing plan for introducing a new afternoon tea menu at the Hilton Worldwide Hotel in Belfast. It includes a market audit analyzing the external environment and Hilton's internal resources. Key strategies identified are segmenting the target market and positioning the new product. Objectives are to introduce the new menu in February 2017 and identify new markets. The plan outlines the required resources and control measures to implement the new product.
Hotel industry in India & the Taj groupAnant Kumar
The document discusses Indian Hotels Company Limited (IHCL), which operates various hotel brands across India and other countries. Some key points:
- IHCL was founded in 1903 and is headquartered in Mumbai, operating 108 hotels in India and 17 internationally under brands like Taj, Vivanta, Gateway and Ginger.
- It analyzes the hospitality industry and IHCL's position using tools like Porter's 5 forces, SWOT analysis and segmentation/positioning.
- IHCL has a diverse portfolio of hotel types targeting different customer segments. It also explores opportunities like expansion, mergers, and tie-ups with airlines/cruise lines.
Infosys Consulting (ICI) was established in 2006 to expand Infosys' presence in the global business consulting market. While ICI aimed to leverage Infosys' Global Delivery Model (GDM) of offshore resources, integrating consulting services posed challenges due to differences in culture and business models between ICI and Infosys Technologies Limited (ITL). To compete effectively, ICI would need to establish its brand, deliver higher value beyond cost savings, and strengthen integration with ITL over the long term.
This document summarizes the operations of a luxury hotel chain from 2001-2003. It shows the number of hotels, rooms, and properties lost year-over-year. It then discusses the chain's strategy of individually branded hotels reflecting local character. Later, it considers introducing a corporate branding strategy and outlines perceived advantages like increased customer loyalty and cross-property usage, as well as challenges like risks of alienating loyal guests. Tables show projections of key metrics like number of repeat guests and cross-property stays with and without a corporate branding strategy. Customer and agent feedback on brand recognition are also presented, along with recommendations for building the brand.
Analyse Sectorielle Grande Distribution 2013Digimind
En France, la grande distribution représente 10% du PIB du pays et génère 600.000 emplois*. Deux chiffres clés qui ont invité l’équipe Analyse de Digimind à pousser l’étude un peu plus loin.
En s’appuyant sur Digimind Intelligence, nous avons surveillé les 12 enseignes hexagonales majeures (maillage national) afin de dégager les grands chiffres du secteur. Nous avons réalisé ensuite un focus sur les 3 enseignes constituant le podium de ce panel : Carrefour, E.Leclerc et Auchan.
A la lecture de cette analyse, vous découvrirez notamment :
- Les chiffres clés du secteur
- Les concepts les plus associés aux enseignesLa corrélation parts de marché et parts de voix sur le web
- Les thèmes prégnants des 6 derniers mois
- Le top 3 : ses forces, ses actualités…
This document provides an overview of Hilton Worldwide brands for a roadshow in Chelyabinsk, Russia. It discusses Hilton's portfolio of 12 brands ranging from economy to luxury, and the competitive positioning of each brand in Europe. It highlights the strong performance of Hilton brands globally and in Europe/Africa specifically. The document also summarizes the key aspects of Hilton's commercial engine that drives brand performance, including their loyalty program, revenue management, sales and marketing support, and technology platforms.
The document discusses the history and operations of The Ritz-Carlton hotel chain. It began in the late 19th century and has since expanded globally while maintaining a focus on high-quality service. When opening new hotels, Ritz-Carlton employs a rigorous staff selection and training process called the "Seven Day Countdown" to prepare employees. This involves orientations, skills training, and test runs during the critical week before a new hotel opens its doors to customers. While a brief period, Ritz-Carlton's process and brand reputation have helped hotels open successfully.
This presentation gives you an insight into the world of The Ritz -Carlton and helps you understand via marketing fundamentals why designing and managing services are of utmost importance.
ITC Hotels is India's second largest hotel chain with over 100 hotels. It is part of the ITC Limited group of companies and is the exclusive franchisee of The Luxury Collection brand of Starwood Hotel and Resorts in India. ITC Hotels focuses on lodging and boarding services and creates value through quality food and service offerings, marketing and sales efforts, and online booking options to attract tourists, urban populations, and organizations as customers.
This document discusses Rosewood Hotels & Resorts, a luxury hotel management company. It operates a collection of individually branded luxury hotels and resorts around the world. The document analyzes factors affecting Rosewood's brand, including competition, employee and guest perceptions. It finds low brand awareness and recommends adopting a corporate branding approach to increase loyalty and cross-property usage. Financial projections show corporate branding increasing the customer lifetime value compared to operating as individually branded properties. Suggestions are made to strengthen Rosewood's brand equity through internal alignment, public relations, membership programs and travel partnerships.
Travelodge wanted to improve the customer experience by streamlining the booking and check-in process. They created a new digital platform to allow customers to easily book rooms, select amenities, check-in remotely and access their rooms with mobile keys. This new customer journey is aimed at enhancing convenience and personalization for Travelodge customers.
The document discusses the function of the new openings team within the Travelodge operations department. It summarizes Travelodge's vision to triple in size by 2020 by investing 3.5 billion and reaching 1000 hotels and 20 million customers annually. The new openings team supports this growth strategy and works to communicate, liaise, develop relationships, identify risks/opportunities, protect the brand, and challenge processes to help Travelodge achieve its vision of rapid expansion through new hotel openings.
This document outlines the career history of a Secretary at FRHI Hotels & Resorts from 2008 to present. It lists their various roles and responsibilities within the company, starting as Executive Director of Sales & Marketing for Asia Pacific in 2008, and progressively taking on more senior positions such as Regional Vice President of Operations for China and Southeast Asia, Executive Vice President of Operations for Asia Pacific, Middle East and Africa, and currently serving as Vice President, General Counsel for Asia Pacific since 2015.
In today's competitive business environment, employers go far beyond a resume when selecting the right candidate to fill a job opening. Your personal brand is critical in placing you above the competition and positioning you first and foremost in employers' minds. Anthony Gaenzle provides tips and advice to help you build your personal brand.
Sustainable Tourism - Iceland Naturally Event | Williamsburg, VA | June 9, 2011David Brown
Defining sustainable tourism and how its capacity as a brand amplifier and marketing platform are relevant to all tourism businesses and destinations - specifically Iceland. Examples from San Francisco, TUI, Fairmont Hotels, National Geographic, and the Global Sustainable Tourism Criteria
This document provides information about DAMAC Towers by Paramount Hotels & Resorts, a luxury hotel and residence complex located in Dubai. The development will include 1,400 luxury serviced hotel apartments across three towers and 801 bespoke hotel rooms and residences in the fourth tower. It will offer amenities like restaurants, pools, fitness facilities, and concierge services. The complex is situated in the prestigious Burj area of Dubai near shopping, dining, and transportation.
The document provides a strategic business plan for Audi to supply 100 luxury cars to Sofitel Hotel over the next year. It includes an overview of Sofitel as a luxury hotel brand with locations worldwide, their business objectives of using luxury cars to transport VIP customers, and financial information about their budget. It also includes details on Audi as a luxury car manufacturer, their relevant product lines including the Q3, Q5, and Q7 models, and competitor information positioning Audi against Mercedes-Benz and BMW in the luxury vehicle market. The plan outlines sales strategies, financial forecasts, an implementation plan, and required resources for the partnership between Audi and Sofitel.
Rosewood Hotels and Resorts to Increase Customer Profitability and Lifetime V...ABHIGNA PARVATH
Rosewood Hotels and Resorts changed its branding strategy from individual property branding to corporate branding to increase customer recognition and loyalty. Originally, each Rosewood property had its own unique branding focused on sense of place. However, this led to low brand awareness. Rosewood then adopted a corporate branding approach to develop brand loyal "Rosewood Junkies" through a new frequent stay program and emphasizing the Rosewood name across all properties. Initial analysis suggested this corporate branding strategy could double multi-property visits and increase the average number of visits per year.
Rosewood Hotels & Resorts-The Case StudyNilav Patro
- Rosewood Hotels & Resorts is a luxury hotel management company headquartered in Dallas, Texas that was established in 1979. As of 2003, it had 12 hotels worldwide.
- The case examines issues facing Rosewood, including low brand recognition, emphasis on individual property brands not working, and intense competition from other luxury hotel brands.
- Rosewood's philosophy is creating a "sense of place" through design, service, and programming tailored to each property's location. However, most consumers did not know the Rosewood brand.
- Rosewood's CEO decided to adopt a corporate branding strategy to increase brand awareness and encourage multi-property stays, emulating the AmanResorts model of developing
Mourad Mazouz is a restauranteur who has opened several successful restaurants across Europe focusing on North African cuisine. Some of his most notable restaurants include Momo in London (1997), Club Gascon in London (1999), Sketch in London (2002), and Almaz by Momo in Dubai (2006). He strives to create unique spaces that reflect his vision while catering to local tastes, and has received numerous awards and accolades for his restaurants.
The document discusses the Dorchester Collection hotel group's plans to expand and strengthen its brand over the next 10 years. It outlines objectives to better leverage its existing famous properties and intellectual property. An in-depth discovery process was conducted including interviews and market research. The group identified cross-cutting attributes and values to position its properties as a prestigious yet homely collection of masterpiece hotels known for warm, generous service in iconic locations.
The document discusses the Dorchester Collection hotel group's plans to expand and strengthen its brand over the next 10 years. It outlines objectives to better leverage its existing famous properties and intellectual property. An in-depth discovery process was conducted including interviews and market research. The group identified cross-cutting attributes and values to position its properties as a prestigious yet homely collection of masterpiece hotels known for warm, generous service in iconic locations.
The document discusses the creation of a new luxury hotel brand called One&Only Resorts. It describes conducting in-depth research through interviews and visits to existing luxury resort properties. Key aspects of the existing resorts like excellence, distinctiveness, hospitality, design, sense of place and energy were identified as the "DNA" of the new brand. The goal was to create a single brand to represent five existing luxury resorts while maintaining their individual uniqueness.
This document provides information about DAMAC Towers by Paramount Hotels & Resorts, a luxury hotel and residence complex located in Dubai. The development will include 1,400 luxury serviced hotel apartments across three towers and the world's first Paramount Hotels & Residences in the fourth tower. The complex will feature dining, wellness, retail, and entertainment amenities inspired by Paramount Pictures films. DAMAC Properties is developing the towers in partnership with Paramount Hotels & Resorts to bring a Hollywood experience to Dubai real estate.
The Four Seasons is a Canadian-based international luxury hotel chain known for its high-quality service and exclusive properties around the world. It operates over 100 hotels and resorts on behalf of real estate owners while focusing on quality, service, culture, and brand. Founded in 1961, Four Seasons has expanded significantly over the decades and now caters to upper-class leisure and business customers globally with suites, standard rooms, fine dining, spa services, meetings, and weddings. It emphasizes a service culture of respect, pride and satisfaction for both employees and guests.
Sofitel brand revitalization: A case studyAloïs Kirner
Sofitel is the only French luxury hotel brand with a presence on all 5 continents, with 120 properties. While the name sounds familiar to your traditional traveling businessman, the brand lacks recognition and consideration among Millennial globe trotters. So just for fun, here's a case study I made for a rebranding of Sofitel.
Rosewood - Havard case study - Aditya Patni IIT DhanbadAditya Jain
Rosewood Hotels aimed to increase customer loyalty and lifetime value. Originally operating individually branded hotels, Rosewood considered employing a corporate brand to encourage customers to visit multiple properties. Calculations showed branding properties under the Rosewood name could increase repeat guests from 5% to 30% and profits by $6.35 million annually despite $1 million in extra marketing costs. By subtly promoting the Rosewood name alongside individual property brands, the corporate model was adopted to boost customer recognition and cross-property visitation.
Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Li...Diptam Roy Choudhury
Rosewood Hotels & Resorts operates 19 luxury hotels across 11 countries. Founded in 1979 by Caroline Rose Hunt, Rosewood aims to create residential-style luxury hotels offering personalized service. Each Rosewood property embraces the brand's "A Sense of Place" philosophy reflecting the local history, culture and character. While Rosewood properties have individual appeal, consolidating under a single brand could increase cross-property usage from the current 5% to 10-15% enjoyed by corporate hotel brands, growing revenue and loyalty. However, some concerns include weakening the individual identity of historic properties and losing employees and guests attached to independently branded hotels.
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Fairmont Group Brands - Swissôtel, Fairmont, Raffles
1. a guide for global sellers
Understanding
our brands
2. Three distinct brands
Three distinct brands, Fairmont, Raffles and Swissôtel, have combined
to provide the world’s finest accommodations for discerning travellers —
giving your customers easier access to more destinations. This document
outlines and clarifies our three brands, enabling you to better serve your
customers’ needs.
The word “brand” means different things to different people. In the
context of this document, brands are what is known about our companies
on the basis of name alone. Each brand describes the common culture
that we seek to create with our audience—where reputation and customer
experience meet. It encompasses style, tone, market position, attributes
and customer promise.
Elegant accommodations and impeccable service in the world’s finest
destinations are elements that all of our brands share. However, our three
brands also maintain their identities and traditions: Fairmont as a landmark
presence integrated into its community; Raffles as sophisticated luxury
with residential charm; and Swissôtel as personalized efficient service within
a contemporary ambience.
3. Our history
1885 1888 1980 1991 2000 2006
Hamilton Princess (Princess Banff Springs Hotel Swissôtel begins operations. Restored Raffles Hotel reopens CP Hotels merges with Fairmont joins Raffles
Hotels) opens in Bermuda. (CP Hotels) opens in Canada. in Singapore. Fairmont Hotels. and Swissôtel.
1887 1907 1989 1998 2001
Raffles Hotel (named after The Fairmont San Francisco opens. Raffles Hotels & CP Hotels merges with Raffles merges with Swissôtel.
Sir Stamford Raffles, the founder Resorts forms. Princess Hotels.
of modern Singapore) opens
in Singapore.
Fairmont Raffles Hotels International was formed in 2006 and comprises Fittingly, given its modern approach, Swissôtel began operations nearly a
three brands, Fairmont, Raffles and Swissôtel. century later, opening in 1980 as a partnership between SwissAir and Nestlé.
After 20 years of operation, Swissôtel merged with Raffles, followed in
Both the Fairmont and Raffles brands have roots in the 1880s, in Canada
2006 by Fairmont, thereby creating Fairmont Raffles Hotels International.
and Singapore, respectively. The first Raffles hotel, named after Sir Stamford
Raffles, opened in Singapore in 1887. Canadian Pacific (CP) Hotels opened
the Banff Springs Hotel in 1888, and later acquired Princess and Fairmont
hotels, adopting the Fairmont name for its international appeal.
4. Fairmont Hotels & Resorts:
About the brand
Fairmont Hotels & Resorts, with locations around the world, includes
historic icons, elegant resorts and modern city-centre properties. Most
Fairmont hotels and resorts are equally suited to business and leisure travel.
The company is active in the areas of acquisition and development. With its
rich, storied history, Fairmont imparts a strong sense of tradition in all of its
properties; even new developments are poised to become tomorrow’s landmarks.
City-centre hotels offer guests ready access to the action of business
districts as well as the local urban culture. Resorts are situated in some of
the most breathtaking and pristine areas in the world, offering inviting
beaches, challenging golf courses and exhilarating mountain skiing.
Fairmont Gold, available at select properties, offers an exclusive lifestyle
hotel experience, characterized by a private floor (or floors) and the highest
level of personalized service.
Programmes include:
• Fairmont President’s Club—guest recognition and personalization
• ResPlus—rewards for corporate reservation-makers
• Famous Agents—rewards for travel agents
• Ovation Rewards—packaging for corporations that provide travel
as an employee incentive
• Green Partnership programme —environmental initiatives, including
Eco-Meet green-meeting and conference-planning options
5. Fairmont Hotels & Resorts:
Brand promise, dimensions and tone
“Turning moments into memories for our guests” is Fairmont’s brand promise.
This promise is kept by bringing to life our three brand dimensions:
Authentically local: Fairmont gives itself to local cultures by creating an
atmosphere—through decor, food & beverage, uniforms and other details—
that celebrates the essence of every destination. Colleagues act as local
ambassadors, offering advice on the best the region has to offer. The guest
is left with an overriding sense that they have actually experienced the
destination, rather than a hotel that has been imposed on a place.
Unrivalled presence: Fairmont’s presence is much more than physical—
it is also each hotel’s reputation and assertion of character. Our distinctive
properties are often the first choice for meetings of world dignitaries,
elegant galas and celebrating life’s special moments. Many are regional
landmarks, both historic and modern, made extraordinary through unique
architecture, expressive decor and magnificent artistry. And many more
lead their communities in environmental and social causes.
Engaging service: Fairmont looks at every customer interaction
as an opportunity to create a memorable experience and build a lasting
relationship. Every guest is offered a warm welcome and is made to feel
special, valued and appreciated. Needs are anticipated, and the service is
thoughtful, proactive and personalized.
Fairmont honours the value of great memories, and we are dedicated
to providing our guests with the best a destination has to offer.
While all properties are elegant and sophisticated, the overall tone of
Fairmont is understated and approachable.
6. Fairmont Hotels & Resorts:
At-a-glance
Statistics
Average size: 430 rooms
Number of hotels and resorts: 56
Properties under development: 23
Year founded: 1907
First property: San Francisco, California
Positioning
Market positioning: Luxury tier
Market segments: All: group, tour, leisure, business
Style: Varied: historic to modern, but always landmark
Tone: Understated and approachable
Competitive brands
InterContinental, JW Marriott, Shangri-La
Programmes
Guest loyalty programmes: Fairmont President’s Club
Corporate booker programmes: ResPlus
Incentive programmes: Ovation Rewards
Travel agent programmes: Famous Agents
Environmental programmes: Green Partnership (including Eco-Meet)
7. Explaining the Fairmont brand
Our three brand dimensions are best interpreted and explained through Engaging service
concrete examples. Some sample talking-points follow. Every colleague looks for ways to build a lasting relationship with
a guest, through:
Authentically local • An inviting, sincere welcome (i.e., making the guest feel special, valued
In every one of our locations, we work to channel the character of the and appreciated)
region, to enrich the guest experience. We do this through details such as: • Genuine, anticipative and personalized attention to the guest’s needs
• An atmosphere that celebrates its origin (e.g., meeting rooms named after (neither too obtrusive nor too formal)
famous American historical figures at The Fairmont Washington, D.C.) • Excellence at every touch point, from reservation to checkout
• Experiences that reflect the essence of the place (e.g., a private tour of • Thoughtful, charming ways to enrich the guest experience (e.g., through
Central Park at The Plaza; a balloon safari excursion at Fairmont Mara personalized programmes and partnerships with other brands).
Safari Club)
• Colleagues who are local ambassadors, offering informed advice on the In the words of our guests
best of the region. On being authentically local:
“It’s never generic — if I’m at Fairmont Singapore, the whole atmosphere
Unrivalled presence is Singapore. When I’m at The Fairmont Copley Plaza, it’s all about Boston.
Certainly, our properties, whether new or historic, boast a distinctive The food, the decor, the uniforms — everything — make me feel that I’m
physical presence and one-of-a-kind stature. But unrivalled presence also getting the full experience of the place.”
includes qualities such as:
On having unrivalled presence:
• Social significance (e.g., a glamorous ambience; the place for social occasions
“The Fairmont in my city is the pinnacle of the social scene. It has been
in the community)
part of just so many great memories for my family. My parents were
• Reputation in the market-place (e.g., where prominent meetings, such as G8,
married there, I was married there, and now we’re planning my daughter’s
are held)
wedding there.”
• Leadership in the community (e.g., deeply involved in local social and
environmental causes) On offering engaging service:
• Landmark locations — properties that are not simply a place to stay, but are “Every time I arrive at a Fairmont, they know I want to be on a high floor
the actual reason to visit the destination. and away from the elevators. I never have to ask for it; they just know.”
8. Raffles Hotels & Resorts:
About the brand
Raffles Hotels & Resorts epitomizes enchanting experiences, embodying
global sophistication and residential charm, imbued with heartfelt service.
Creating sensory journeys and bringing captivating discoveries, Raffles is
where guests arrive as residents, leave as friends and return as family.
The Raffles brand caters to leisure and business travellers who celebrate
the finer things in life; we are consistently ranked among the world’s top-10
hotel brands in the annual Condé Nast Traveler Business Travel Awards.
Raffles hotels are found in destinations renowned for sophisticated living
and lifestyle, in city centres or other prime locations. Resorts are found
in some of the world’s most desired destinations—on award-winning islands
and captivating beach fronts, adjoining a designer golf course or against
a backdrop of untouched nature—and maintain a deep respect for their
environment. Each property is unique, intimate and exclusive, and exudes
a strong essence of place with a seamless blend of culture and tradition;
the result is a complete sensory experience. Every guest is made to feel like
a resident and is referred to as such.
Programmes include:
• Raffles Ambassadors—by-invitation-only privileges for our valued guests
• ResPlus—rewards for corporate reservation-makers
• Famous Agents—rewards for travel agents
• Ovation Rewards—packaging for corporations that provide travel as an
employee incentive
• Raffles REACH —“Rendering Encouragement, Assistance, Care and Hope”
programme contributing to the arts, charity and the environment
9. Raffles Hotels & Resorts:
Brand promise, dimensions and tone
The brand promise of Raffles is “Arrive as residents, leave as friends, return
as family.” This promise is kept by living out our three brand dimensions:
Heartfelt: Beyond simple courtesy and efficiency, we take personal pride
in caring for our residents, providing service that is refreshingly attentive,
yet unobtrusive, like a gentle breeze. Residents’ preferences, habits and
needs—from left-handed dining to favourite hobbies—are observed, noted
and remembered for future visits. Personal butler service is provided at
most destinations. Greetings and services are often customized to reflect
the region’s unique culture.
Enchanting: From the imperial grandeur of a heritage hotel to the
stunning splendour of a new landmark, from serene sanctuaries to inspiring
celebrations, we seek to engage our residents through sensory journeys,
captivating discoveries and enriching inspirations—epitomizing enchanting
experiences. Every touch point—location, foliage, architecture, decor,
artefacts, uniforms, cuisine and people—creates a story and a sensory
experience that will provide a lifetime of memories.
Residential: Raffles defines global sophistication and residential charm in the
world’s most interesting locations. Spacious, comfortable rooms and abundant
private spaces—garden alcoves, libraries and drawing-rooms — feature
detailed, artistic touches that define a sense of place. With every experience
personalized, our residents luxuriate in exclusive, intimate environments.
Raffles is a brand that never shouts. It is characterized by gracious
undertones of sophistication, enchantment and privilege.
10. Raffles Hotels & Resorts:
At-a-glance
Statistics
Average size: 150–250 rooms (urban); 80–150 rooms (resorts)
Number of hotels and resorts: 8
Properties under development: 14
Year founded: 1887
First property: Singapore
Positioning
Market positioning: Luxury Transient tier
Market segments: All: leisure, business, small/VIP group
Style: Sophisticated, luxurious and elegant
Tone: Exclusive and privileged
Competitive brands
Four Seasons, Mandarin Oriental, Peninsula,
Ritz-Carlton, St. Regis
Programmes
Guest loyalty programmes: Raffles Ambassadors
Corporate booker programmes: ResPlus
Incentive programmes: Ovation Rewards
Travel agent programmes: Famous Agents
Corporate social responsibility programmes: Raffles REACH
11. Explaining the Raffles brand
Our three brand dimensions are best interpreted and explained through Residential
concrete examples. Some sample talking-points follow. We personalize every resident’s experience, with details such as:
• Spacious, comfortable rooms with large beds, hardwood floors, 24-hour
Heartfelt room service, wireless Internet access and reading materials
Heartfelt service is provided through details such as: • Abundant private spaces and reading areas with all-day coffee, tea and snacks
• Discreetly respecting residents’ privacy (e.g., wedging a toothpick insignificantly • Personalized details (e.g., addressing resident by name; assignment of
into the guest-room door, so the employee can know when the resident is in or out) favourite room; bathrobes with initials embroidered; and favourite ice-cream
• Delivering personalized attention, genuine care and adaptability to residents’ for children)
preferences and needs (e.g., keeping a centralized profile of repeat residents, • Thoughtful touches that define a sense of place (e.g., carpets made of Chinese
with details such as favourite music; shifting cutlery for left-handed residents) silk and cotton in Raffles Beijing Hotel).
• Reflect each destination through special touches (e.g., a traditional greeting
of Arabic coffee and dates upon arrival at Raffles Dubai) In the words of our guests
• Intuitively anticipating needs (e.g., complimentary cold towels, novels and On offering heartfelt service:
magazines, mineral-water spray and smoothies by the pool at Raffles Canouan). “Even when you didn’t require anything, you had the sense that staff—across
the board—were keen on making sure that you were being well attended to;
Enchanting they listened to you. They were just lovely. They were not intrusive at all.
Raffles creates enchanting experiences by offering: From beginning to end, the service was outstanding.”
• Awe-inspiring architectural designs as well as artefacts and decor with stories
On providing an enchanting experience:
to tell (e.g., the pyramid-shaped, Egyptian-themed Raffles Dubai; Personality
“Go to Raffles and something special will happen. Go to the others and
Suites named after famous people who have resided at the hotels; ceilings in
you will see the world, but it will be just like any other hotel. On my
Restaurant Le Royal in Phnom Penh that replicate those of the Royal Palace
38th anniversary, the chief butler arranged rose petals in the shape of big
dining-room—which were hand-painted by Assasax, royal painter for the king)
hearts on the bed. My wife was very touched. She will certainly remember
• Intimate and magical touches that make a difference (e.g., private dining
that enchanting moment for a long time.”
on the elevated 13th golf hole, with a panoramic view of the Caribbean Sea)
• Captivating, sensory experiences, such as Raffles Wine, Food & Arts Experiences On creating a residential atmosphere:
(e.g., featuring Michelin-star chefs and renowned vintners, plus elements “You have a busy life, constantly thinking and working. But when you arrive
such as visual art and music) and Raffles Revelry events (e.g., Il Divo at at a Raffles hotel, you say to yourself, ‘I can rejuvenate; I can pick up.’
Raffles Canouan; Jose Carreras singing with a full orchestra, with the Angkor The peace, being so quiet and serene that I can hear myself, is so wonderful.”
temples as a backdrop).
12. Swissôtel Hotels & Resorts:
About the brand
Swissôtel Hotels & Resorts has locations throughout the world, in destinations
as diverse as Chicago and Osaka, London and Lima. Our brand is characterized
by the concept of “Swissness”: the successful fusion of authentic Swiss cultural
references, such as the fresh spirit of the Swiss Alps and world-renowned
Swiss hospitality, with individual local styles and icons—a creative, modern
approach. The latest technologies fused with solid natural materials provide
enjoyable architectural features and surprising ambiences. In addition, we
embrace our corporate responsibility for sustainable development as a core
part of our business; we hold ISO certification for quality and environment
management and occupational health and safety.
Our deluxe city hotels, which constitute the majority of the Swissôtel portfolio,
are located in gateway destinations throughout the world—usually in the
midst of the commercial or business district, with excellent public-transport
links. Ideal for both leisure and business travellers, many boast extensive
facilities, such as tennis courts, a fully equipped fitness centre, a spa and
a swimming-pool, as well as meeting rooms, and conference and business
centres. Swiss Executive Club, available at select properties, provides a
private floor and exclusive lounge.
Programmes include:
• Club Swiss Gold—guest recognition and personalized services
• ResPlus—rewards for corporate reservation-makers
• Famous Agents—rewards for travel agents
• Ovation Rewards—packaging for corporations that provide travel
as an employee incentive
13. Swissôtel Hotels & Resorts:
Brand credo, attributes and tone
“A passion for perfection” is our credo, a belief that influences everything
we do. The Swissôtel brand draws its distinction from unique attributes
entrenched in our Swiss heritage:
Excellent quality: Swiss architecture is respected worldwide for its modern,
clean and practical solutions. We use traditional materials interpreted in a
modern way and an unexpected context or form. Design icons and exclusive
partnerships are a transmitter of Swiss quality within the hotels. The quality
of our food & beverage offerings has ensured that many of our restaurants
have become destinations in their own right.
Genuine hospitality: Swiss hospitality and innovation have long been
synonymous. Switzerland became the holiday playground of Europe in
the mid-nineteenth century, as guests flocked to the Swiss countryside
for its stunning mountains, crystal-clear lakes, unspoiled nature and what
has subsequently become the famous Swiss hospitality. Our service is
efficient and discreet throughout the hotel, and our aim is to consider
every detail in advance. Our ambience, while warm and friendly, is clean,
uncluttered and understated.
Intuitive reliability: At Swissôtel, we have a great attitude, with reliability
and responsibility at the forefront of our minds. Our team shares a diligent and
entrepreneurial mindset, ensuring that individual guest needs are anticipated
and exceeded. Our sustainability program ensures that we are a responsible and
reliable addition to every community in which we operate.
The overall tone of Swissôtel is that of deluxe accommodation, provided in
a contemporary setting, with professional and hospitable service.
14. Swissôtel Hotels & Resorts:
At-a-glance
Statistics
Average size: 350 rooms
Number of hotels and resorts: 28
Properties under development: 4
Year founded: 1980
First property: Zürich
Positioning
Market positioning: Deluxe tier
Market segments: All: group, tour, leisure, business
Style: Contemporary, understated design with
local character
Tone: Warm, uncluttered and practical
Competitive brands
Hilton, Hyatt, Kempinski, Marriott,
Sheraton, Westin
Programmes
Guest loyalty programmes: Club Swiss Gold
Corporate booker programmes: ResPlus
Incentive programmes: Ovation Rewards
Travel agent programmes: Famous Agents
Corporate social responsibility programmes: Formal, company-wide sustainability policy
15. Explaining the Swissôtel brand
Our brand attributes are best interpreted and explained through concrete • Fostering a passionate desire in all staff to tackle every task with diligence
examples. Some sample talking-points follow. and not to accept any standard other than perfection
• Each member of staff working to anticipate guests’ needs
Excellent quality • Management actively encouraging and responding positively to
Excellence in quality is intrinsic throughout Swissôtel, accomplished by: service-improvement ideas and solutions from all team members.
• Employing design icons and exclusive partnerships, from the in-room
Nespresso coffee makers to the Hublot clocks in the foyers In the words of our guests
• Having a concept of “honest materialization,” using, wherever possible, On offering excellent quality:
natural and authentic materials in design and construction—what looks “Everything at Swissôtel was perfect. The property was immaculately
like stone is stone; what looks like wood is wood clean, very well designed and stylish; the rooms were bright and airy
• Using traditional materials in a modern and unexpected context with wonderful beds and bedding. Some of the amenities I didn’t even
• Offering the latest, often pleasantly surprising, amenities and facilities. realize I needed until I stayed there—I had an espresso machine, iron
and ironing-board, a cool work desk and ergonomic chair; there was even
Genuine hospitality a TV screen in the bathroom mirror.”
Genuine hospitality is accomplished through:
On delivering genuine hospitality:
• Conducting every undertaking with honesty, sincerity and warmth
“Swissôtel is a little different from the standard big-name chain hotels!
• Employing staff who ensure that every aspect of their job is carried out to
It’s a friendly place with great views of the city. The staff are more than
the best of their abilities; that they are proactive, efficient, discreet and truly
accommodating, and will take care of any need you might have. Give the
focused on providing a great guest experience
Swiss a chance to take care of you, and they will!”
• Having a general attitude of “unity, not uniformity”; no matter which
Swissôtel you visit, we represent all that is positive about Swissness. On being intuitively reliable:
“As you enter the hotel, you are greeted by a sea of welcoming faces. I would
Intuitive reliability hazard a guess that people like working here and that the management is
The attitude of intuitive reliability is shown through actions such as: good, because this was the overwhelming experience of our stay. Helpful,
• Communicating openly on sustainability issues, both corporately and friendly, smiling staff who were so enthusiastic it was infectious.”
with the local communities in which we operate—this includes working with
suppliers that embrace sustainable development and ethical standards
16. Our brands in the market-place
Peninsula
Four Seasons
LUXURY
Mandarin Oriental
TRANSIENT
Raffles St. Regis
Ritz-Carlton
InterContinental
LUXURY
Shangri-La
Fairmont
JW Marriott
Hilton Hyatt
DELUXE
Kempinski Sheraton
Swissôtel
Westin Marriott
17. Worldwide locations
Fairmont Hotels & Resorts
Fairmont Hotels & Resorts
new developments
Raffles Hotels & Resorts
Raffles Hotels & Resorts
new developments
Swissôtel Hotels & Resorts
Swissôtel Hotels & Resorts
new developments For the most up-to-date listing of our worldwide locations, please visit us at www.frhi.com
18. Brand contact information
For general enquiries about our brands, please contact:
Fairmont Raffles Swissôtel
brand marketing brand marketing brand marketing
branding@fairmont.com brandmarketing@raffles.com brandmarketing@swissotel.com
acquisitions and acquisitions and acquisitions and
de v e l o p me n t development develo pm ent
development@fairmont.com development@raffles.com development@frhi.com
For immediate enquiries, For immediate enquiries, For immediate enquiries,
please call our corporate please call our corporate please call our corporate
headquarters at headquarters at headquarters at
+1 416 874 2600 +65 6339 8377 +41 44 317 6262
Fairmont Hotels & Resorts Raffles Hotel & Resorts Swissôtel Hotels & Resorts
TD Centre 250 North Bridge Road Swissôtel Management LLC
Canadian Pacific Tower #10-00 Raffles City Tower Balz-Zimmermannstrasse 7
100 Wellington Street West Singapore 179101 CH-8302 Kloten, Zürich
Suite 1600, P.O. Box 40 Switzerland
Toronto, Ontario www.raffles.com
Canada M5K 1B7 www.swissotel.com
www.fairmont.com
19. FOR MEETINGS AND EVENTS
please contact your Global Sales Representative, e-mail
meet@frhi.com or call:
Within North America 1 866 662 6060
Direct to North America +1 506 877 3162
Within United Arab Emirates 800 311 8812
Within Saudi Arabia 800 897 1458
Direct to Middle East +971 4 437 7474
Within United Kingdom 0808 234 3287
F O R R E S E RVAT I O N S
please contact your travel consultant or call:
Fairmont Hotels & Resorts Raffles Hotels & Resorts Swissôtel Hotels & Resorts
U.S. & Canada 1 800 441 1414 U.S. & Canada 1 800 768 9009 U.S. & Canada 1 800 637 9477
Elsewhere in the world *
Elsewhere in the world *
France, Germany, Italy, U.K. &
+800 0441 1414 +800 1 RAFFLES (7233537) Switzerland 00 800 637 94771
+Prefix with your international +Prefix with your international Elsewhere in the world
+49 69 66 419 613
toll-free access code toll-free access code
(not toll free)
* Number not valid in all * Number not valid in all
countries. Should this countries. Should this www.swissotel.com
PRINTED IN CANADA (0909)
number not connect in number not connect in
your country, please your country, please
dial +1 506 863 6310 dial +1 506 870 6794
(not toll free) (not toll free)
www.fairmont.com www.raffles.com