Hospitality rewards proposal

G LO B A L LOYA LT Y P R O G R A M
R F P S U B M I SS I O N

1 . Agen c ies Ov erv ie w
2 . P roj e c t S cope & our P OV
3 . B ran d N aming & I d entity P ro c ess
4 . M arCom P lan B uil d & P ro c ess
5 . P ri c ing
6 . S c h e d uleppeniiograpiesppeniDigitalroessppeniCeiaerieroess
CO N T E N T

13
T H E AS K
It is our understanding that FRHI would like to launch a new loyalty rewards
program to replace and enhance all of their existing brands individual loyalty
programs. This program will be a centralized system that will drive growth and
provide consistency in how FRHI recognizes and rewards valuable guests across
geographies and brands. This new program will be used and implemented
across all of FRHI’s properties specifically, Swissôtel, Fairmont and Raffles
Hotels & Resorts.
FRHI would like a Nomenclature System, Marketing Strategy and Tactical Plan
that will serve to drive enrolment, brand awareness and colleague and member
engagement over the next 21/2 years while laying the foundation for the future
of the program. Ultimately it will also need to create excitement and allure
for prospective members as well moving forward. The new loyalty program is
intended to promote desired behaviour of driving frequency of stays, cross-
property trial and overall brand loyalty, while facilitating a more meaningful,
impactful and rewarding consumer experience for ALL members.
P roj ect
S cope

14
O B J EC T I V E S
The overall objective of this project is to deliver a Name and Nomenclature
System for FRHI’s intra-corporate loyalty rewards program and to develop a
Marketing and Communications strategy and Tactical Plan for driving program
awareness and frequency of stays. This new branded entity and program, at the
most fundamental level, will need to convey the following attributes:
• Simple
• Valuable
• Flexible
• Differentiated
The new Naming and Identity Systems, Marketing and Communications plan will
also need to deliver clarity around the following:
• Overall Program
• 5 Program Tiers
• 2 Reward Types
- “Pinnacle Rewards”
- “Micro Rewards”
• “Super Elite Program within the Program”
• Program Recognition Benefits
Which brings us to our thoughts on the task at hand…

15
The plan to roll the three existing FRHI loyalty programs into one is a big goal.
Huge in fact. The impact of the new joint program will be felt by multiple
stakeholders; stakeholders whose experience with the migration to the shared
program needs to be seamless and value understood from their very first
understanding/interaction with it.
What also makes it so big is that we are seeking to change the behaviour of
your existing (and eventually prospective) guests. Not a small task. To do that
we need to ensure they see the value at every interaction and point of contact
with the brand. And not just value but something different from what other joint
programs can offer. Something better. Something that suits their lives and needs.
FRHI stated four elements that are the cornerstone of how guests will feel
towards the new offering:
• Simple: “easy to understand, makes sense to me”
• Valuable: “benefits that are relevant to me”
• Flexible: “the program gives me choice”
• Differentiated:“IcangetthingsdonewiththisprogramthatIcan’tgetelsewhere”
The challenge as we see it will be breaking down the program to ensure it does
meetthoserequirementsgiventhecomplexityofwhatneedstobecommunicated
and to whom. The reality is there exists a complex web of content we need to
factor into our MarCom planning and media/channel choices:
• 5 consumer segments with their own unique attitudes, behaviours and lifestyles
• 5 tier program offering plus the invite only super elite tier
• “Pinnacle Rewards,” “Micro Rewards,” tier perks, “surprise and delight” benefits
and acceleration features
• Global and local level benefits
• 3 distinct hotel brands and experiences tiered from Fairmont to Swissôtel
up to Raffles
O U R P OV
on the Task
at H and

16
That said, we believe that rolling the three independent loyalty programs into
one platform is the right decision given the business goals of:
1. Driving frequency and trial cross-property
2. Helping properties drive ancillary frequency and revenue at the local level
(specific tie-in to food and spa services)
Given the context as we now know it, a couple things have emerged as critical
in our approach:
1. Maintain a careful balance of global positioning with local relevance
2. Importance of ensuring each of the three hotel brands is celebrated equally
within the communications
3. Partnerships are a valuable asset in determining loyalty program value – we
must ensure that partners are brought to the table early in the process to
leverage their MarCom plans with ours
4. The role of employees as brand ambassadors will be a cornerstone to the
entire success of the exercise
5. Our ability to tap into the existing 80% inactive loyalty members (of 2.4M) by
demonstrating the value of our offering that they haven’t yet fully appreciated
Given this context, we would take a phased approach for both the Naming/
Identity Build and the Marketing Communications Plan.

1717
B R A N D
N A M I N G
V I S UA L
I D E N T I T Y
P R O C E SS

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FRHI requires a globally relevant program name and associated program element
naming, as well as a globally relevant program identity and design system
founded on FRHI’s look and feel.
For this initiative, we are proposing a 4-phase approach to develop the Program
Masterbrand Name, Nomenclature System and Visual Identity:
ST E P O N E :
O U R N A M I N G
I D E N T I T Y
P RO C E SS
---------
------------------
---------
------------------
Landscape Strategy
PHASE 1 PHASE 2
PHASE 4
Name Nomenclature
Development
Market Research ValidationVisual Identity Development
---------
---------
PHASE 3
Final Deliverables:
1. AccuBrand™
Report
2. Production-ready Artwork
3. Brand Identity Guidebook
Utilizing our ScoreCard analysis and market research validation, we will deliver
our final name, nomenclature and visual identity recommendation(s) in the form
of our AccuBrand™
Report and Brand Identity Guidebook as well as Production-
Ready Artwork.

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In order to create an effective loyalty rewards program name, it is imperative
to understand the landscape around you. Once the existing landscape is
assessed and understood, our team will be able to develop a name strategy
and nomenclature development guide that will provide us with a roadmap to
create the optimum name and accompanying nomenclature system to satisfy
and exceed FRHI’s expectations.
Phase I of the process consists of 4 primary activities:
Deliverables:
1. Name Landscape Report
2. Naming Brief
P H AS E I :
L A N DS C A P E
ST RAT EGY
-----
-----
---------
---------
Landscape Strategy
PHASE 1
---------------------
Project kickoff
Naming strategy development
Defining the Nomenclature System
Tactical competitive review

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We propose to begin this project with a meeting with the key stakeholders
of the FRHI team. The primary purpose of the Project Kickoff meeting is
to articulate engagement goals, key deliverables and project timelines. During
this meeting, we review FRHI’s challenges and goals, and examine any existing
brand-related documents. As part of this project kickoff meeting, we will seek to
quickly and comprehensively understand information and strategy behind the
organization of the former loyalty reward programs in FRHI’s portfolio.
We will specifically seek to understand:
• What are the core values of your corporation? Of your individual brands?
• Which brands/loyalty programs were/are strongest in your portfolio? Weakest?
Which make the most revenue? Which have the highest brand equity?
• Who are your primary customers? What are their needs and expectations?
• Should FRHI be the focus? Does it have high enough brand awareness?
• What are your key business challenges?
• What is the full strategic intent behind the program?
• Any existing strategy or market research that may have a direct effect on name
and nomenclature development.
We actively engage clients in collaborative, interactive dialogue throughout each
and every engagement. We suggest weekly meetings to review and assess the
direction and progress of the engagement as a whole. The designated account
manager will oversee the scheduling process of these weekly meetings and
provide all correspondence to the FRHI project team.
P ROJ EC T
K I C KO F F

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N A M I N G
V I S UA L I D E N T I T Y
ST RAT EGY
As part of the project kickoff meeting, we will conduct a naming strategy exercise
with the key stakeholders from the FRHI project team. This will help inform what
is required for the category nomenclature integration as well as a corresponding
visual identity.
This naming strategy meeting will consist of in-depth conversations with the
project’s stakeholders. We will ask a battery of questions in order to understand
how the potential new program name, nomenclature system and visual identity
may affect future strategy and how it will align with FRHI’s properties. Potential
items of discussion include:
What types of messages should the new program name and nomenclature
system portray to existing and future users and guests?
How is FRHI viewed in the market? Amenities? Customer service?
How does this messaging fit into your current strategy?
What types of words are best applicable for the name and nomenclature
system (common usage real words, neologisms, etc.)?
Should the name be evocative, benefit-driven, experiential or functional?
How should the nomenclature system complement it?
Should the name and/or nomenclature system make reference to any of
the former loyalty programs that it will be replacing?
FuturePresent

22
Inordertocreatetheoptimalnamefortheprogramanditsaccompanyingnomenclature
system, we must first understand what type of nomenclature would fit best for the
initiative, with a focus on a system that will drive desired customer behaviour and
enrolment in the program.
We have identified these nomenclature systems as relevant and applicable to the
initiative at hand:
Monolithic
• Example: IHG Rewards Club; IHG Rewards Club Gold, Platinum
• Single masterbrand name by which everything is unified
• One name/One visual identity system
• Masterbrand equity and reputation is a bigger driver than features/benefits of
product or service
• Client trusts the brand
• Extensions built and supported by descriptors
Endorsed
• Example: VIB Rogue, BeautyInsider (Sephora)
• Parent endorses the product/service
• Synergy between parent and product/service name
• Benefits from association
Hybrid
• Example: Gap Rewards Card
• Combination – monolithic, endorsed
We will consult and seek guidance from the FRHI team in determining which
nomenclature system would be most appropriate for the goals of the initiative. The
selected nomenclature system type will then be articulated in the Naming Brief.
D E F I N I N G T H E
N O M E N C L AT U R E
SYST E M

23
In order to develop a masterbrand name and accompanying nomenclature
for FRHI’s loyalty rewards program that is well positioned, we will conduct a
thorough landscape analysis of competing organizations. We may inquire who
FRHI views as their primary competitors in the space and the pros and cons of
each organization’s portfolio.
Based on these internal conversations and our own market research, our team
will identify the most effective brand names in the category. In this competitive
brand analysis, we will review how other such companies’ brands are presented,
viewed, named and accepted in the market. Our linguistic team will assess
naming standards across competing products in regard to structural make-up
(letter count, syllable count, initial letter usage), communication system and
messaging strategy. We will also review loyalty programs outside of hospitality
category as well as direct competitors in the luxury hospitality category that do
not use loyalty reward programs (Mandarin Oriental, Peninsula, Four Seasons) to
gain further strategic insight.
We will seek guidance from the FRHI project team in identifying these primary
competitors, as we will conduct our own primary and secondary research.
Tactical
Competitive
R eview

24
We will present our analysis in the form of a Name Landscape Report that will
holistically portray the name landscape of the hospitality and adjacent industries’
loyalty programs. The report will highlight current and evolving trends, norms
and tactics in loyalty program naming that will enable our team to define white
space opportunities, unmet needs, and competitive strengths and weaknesses.
The report will also provide a taxonomy that will segment competitor names
across different naming categories, and rank them based on linguistic viability
and commercial effectiveness. This will provide a view in which we can determine
where FRHI’s name and nomenclature system will fit best into the landscape.
Synthesizing all of the internal input we receive from the FRHI project team and
the external information provided by our own research and assessment, we will
develop a 2-4 page Naming Brief that will serve as a guide for developing the
ideal brand name and nomenclature system for the loyalty rewards program. The
brief should be viewed as a fluid document so as not to limit our internal creative
thinking. The Naming Brief will be able to provide a framework for developing
brand name candidates aligned with the objectives for the project. Our Naming
Brief will be broken out into several different “naming categories” based on our
Naming Strategy Session with the FRHI project team. We will utilize this naming
brief to create all brand names and nomenclature systems that will be presented
to FRHI in Phase II of the process.
N ame
L andscape
R eport
N A M I N G
B R I E F

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It is our belief that a single name can hold incredible meaning and tell a powerful,
vivid story. But in order for a name to do this successfully, it must be structurally
sound and intuitive to pronounce, interpret and recall.
In Phase II, we will focus our efforts on the masterbrand name and nomenclature
development process. We will utilize the information collected in Phase I to create
the most effective name candidates and nomenclature system explorations that
fit FRHI’s requirements for the new loyalty rewards program. We propose to
first develop the master program name and then the surrounding names for the
tiers and separate user groups. It is our understanding that the masterbrand
name will have the most exposure in marketing and collateral materials, and
would therefore be the most common touch-point for the program. In this
way, the master program will conceptually guide the development the related
nomenclature system.
P H AS E I I : N ame
N omenclature
D evelopment
----------
----------
PHASE 2
Name Nomenclature
Development

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Using a combination of deep inquiry pursuits and ideation exercises, we will
seed and harvest a comprehensive list of name candidates. These candidates
will express the identity’s essence and agreed-upon attributes across a
comprehensive range of associations, connotations and evocations, in line with
conceptual target we have established.
Phase II of the process consists of 4 primary activities:
1. Masterbrand Name Development
2. Nomenclature System Development
3. Trademark Pre-Screening
4. Refinements
Deliverables:
1. Presentation(s) of Master Program Names (90+ names across 3 iterations)
2. Presentation of Nomenclature System Explorations (15-30)
3. Final Name and Nomenclature System Candidates (10-12)

27
Upon completion of the Naming Brief, we will begin developing potential
masterbrand names for the loyalty rewards program. Name development will be
performed through an iterative process with the FRHI project team. Our process
is participatory by nature because it will ultimately be the FRHI team that lives
with the name, making their feedback crucial.
Identifying words or styles we may want to expound upon, our creative team will
present names to the FRHI project team in successive steps. The first iteration
will contain 30-35 brand name candidates. The names in the first iteration should
be viewed as a platform for determining overall direction for the successive
iterations. We will perform multiple iterations, generating 30-35 new candidates
in each round, and providing strategic rationale behind our candidates for each
list.
Our creative team will continue to develop lists of potential brand names until
we generate a finalized candidate list of the 10-12 mutually agreed-upon brand
name candidates. We keenly understand the delicate nature of this project and
will be hypersensitive throughout our process to pre-screen for legal availability.
M AST E R B R A N D
N A M E
D E V E LO P M E N T
P RO C E SS

28
Based around the names we move forward with from the masterbrand name
development process, we will develop a series of nomenclature systems that will
encompass the tiers, award types, benefits and separate user groups that align
around the concept of the master program name. Specifically, we will create a
nomenclature system for the following:
• 5 Program Tiers
• 2 Reward Types
i. “Pinnacle Rewards”
ii. “Micro Rewards”
• “Super Elite Program within the Program”
• Program Recognition Benefits
The master program name will act as a conceptual guide. Based on our previous
defining of the nomenclature system and the FRHI team’s input, we will determine
the underlying relationship between the name and the nomenclature system
and the level of reference, associations and connections that is necessary.
We will present 15-30 nomenclature systems to the FRHI team and gather
feedback for adjustments, additional directions and refinements. We will present
our refinements to the FRHI project team and determine 10-12 nomenclature
systems that will move forward into validation.
For all names presented, we will perform rigorous linguistic analysis to ensure that
the names are structurally viable and present no conflicting themes or messages
in any foreign languages. This is a vital part of creative development.
N omenclature
D evelopment
P rocess

29
All names presented through our 3 iterations will be pre-screened and checked
for trademark availability. Trademark searches and common law screening
are performed in-house by seasoned trademark researchers who have unique
methods to not only uncover registered marks, but also brands in use that may
reside under the radar screen of the traditional trademark search channels.
Our screening is comprehensive and it is designed to eradicate conflict with
identical or similar marks and phonetic variations in relevant trademark classes,
based on checks within the USPTO, European Community and WIPO trademark
databases. Our team also has expertise in Boolean, Truncation and Wildcard
search techniques to supplement the trademark clearance checks performed
through our online database inspection.
We tilt towards conservatism when it comes to appetite for risk, to ensure
maximum legal defensibility. We are hyper-vigilant in our trademark
pre-screening, and we will work directly with your legal counsel until we find a
name that is available, appropriate, and free from confusion and conflict here and
abroad. The 10-12 master program names and program element names that will
move forward to Phase III and Phase IV will have passed our legal pre-screening
tests and will have the lowest risk profiles.
T rademark
C hecks
C learance
Strategy
USPTO
EC
Name™Name WIPO

30
Once the final master program name and nomenclature system candidates are
established, we will begin our visual identity exploration and development.
The visual identity becomes the most iconic and singular representation of a
brand. It has the ability to influence customer perceptions and behaviour often
beyond what they themselves can rationalize. We approach our visual identity
development with the same creative fervour that we approach naming, creating
powerful visual identities that aspire to turn the graphic into the iconographic.
During this initiative, our graphic design team will be presented with all of the
information around the name and nomenclature system that has been devised.
Remaining close to the name and identity development process at all times,
our logo design team will make sure to distill the brand ethos into a visual
representation that is aligned with the conceptual target upon which the FRHI
team has agreed.
Phase III of the process consists of 4 primary activities:
DELIVERABLES:
1. Visual Creative Brief
2. Presentation of Competitive Visual Norms and Analysis
3. Creative Concept Presentation (minimum of 16 concepts)
i. All Identity Artwork
ii. Sample Applications with Name and Nomenclature System
4. Final Visual Identity Concept Candidates (2)
P H AS E I I I :
Visual Identity Development
----
PHASE 3
Visual Identity Strategy Assessment
Visual Identity Competitive Review
Visual Identity Development
Refinements
----

31
We will engage with the FRHI team to create our visual creative brief, asking
critical questions to understand the visual alignments and standards across
the brand. Specifically, we will seek to understand brand identity components
regarding creative palette, visual language and other creative concepts.
Examples of what we might ask:
• How might the current FRHI architecture and visual identity inform logo/
colours for the program and its levels?
• What attributes should the visual aspects evoke? Should they align or
complement those of the name?
• What visual motifs or symbols would you like to see based on the name?
• What are the core visual concepts?
In order to develop the optimum visual identity for FRHI’s loyalty rewards program,
we will conduct a thorough landscape analysis of competitor programs’ visual
identities. We will perform a comprehensive audit of current and evolving visual
systems, tactics and trends.
We will specifically seek to understand:
• How the logo speaks across different products
• Use of the “unique selling proposition” (USP)
• Use of the masterbrand name
• Use of the masterbrand differentiator and/or key benefit
• Range structure (if applicable)
• Color schemes
ST RAT EGY
CO M P E T I T I V E
R E V I E W

32
Once we gather all of the competitive insight we will review and assess our
findings in order to understand how other identities are successful regarding
category forces, design strategies and communication systems. This will enable
our team to establish a top-level view of the competitive visual identity landscape.
We will present our Visual Identity Landscape Assessment that will outline
category norms, potential design opportunities, and any current and emerging
visual identity trends that pertain to the loyalty rewards program.
Collecting the FRHI team’s input and all of our own external research, we
synthesize our engagement goals into a Visual Creative Brief.
The Visual Creative Brief will serve as a guide for developing the logos and overall
program design for all collateral and visual touch-points as well as detail the
numerous design elements that will be necessary for FRHI to differentiate itself
in the market. The creative brief will include the following items:
L A N DS C A P E
ASS E S S M E N T
C R E AT I V E B R I E F
Collateral types
(cards, brochures, digital media)
Creative
brief
Logo development strategy
Brand equity elements
Communication hierarchy
Level structure
Use of color (pantones)

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Upon completion of the Visual Creative Brief, we will begin the Visual Identity
Development process with logo development. The newly developed logo will
apply to all existing brand wording(s) but will also be adaptable to 3 different
solutions:
We will create a minimum of 16 logos for the FRHI project team to review. Together,
we will seek to select/agree on 2 logos for future revisions and refinements.
Collateral Design will include the logo, communication hierarchy, and colour/
pantone creation across a sample of 5 pieces/assets of collateral material. We
will create a minimum of 16 design structures. Together we will seek to select/
agree on 2 designs for future revisions and refinements.
Level Architecture will be developed for each product criteria. We will create a
minimum of 16 level architecture propositions. Together we will seek to select/
agree on 2 level architectures for future revisions and refinements.
Our team will present the benefits of each logo, design, and range architecture.
The purpose of this presentation is to mutually agree on the correct layouts
and messaging.
P RO C E SS
3
Solutions
Same wording for all products
Initial wording with an additional word
Initial wording modified with/without an
additional word

34
Based on the feedback from the FRHI project team on our presentation in Step
One, we will then take the 2 mutually agreed upon logos, designs and range
structure concepts and refine each one.
We will perform our visual development refinement in an iterative process with
FRHI. We will then present the 2 logos, designs, and level architectures for
the mutually agreed-upon visual identity concepts. These logos, designs, and
level architectures may be an assimilation of 2 or more previously presented
deliverables.
P RO C E SS :
R efinements

35
After we have completed the creative development for the master program
name, nomenclature system and visual identity as illustrated in Phases II and
III, we will take the final candidates into our validation phase to ensure not only
legal availability but also commercial efficacy and consumer acceptability.
We create and validate brand names and visual concepts on behalf of our clients
in-house. Collectively, our team has specialized market research acumen and
expertise to ensure that the process is seamless.
Phase IV of the process consists of 3 primary activities:
DELIVERABLES:
1. QualiQuantitative Questionnaire
2. Market Research Data
PHASE IV:
MARKET RESEARCH
VA L I DAT I O N
Market Research Validation
---------
---------
----------------------
PHASE 4
QualiQuantitative Questionnaire Development
QualiQuantitative Interviews
Market Research Data Collection Assessment

36
Prior to taking the brand name candidates into the field for validation, our team
will construct a project-specific questionnaire that will seek to uncover thoughts,
opinions, likes and dislikes regarding each naming and accompanying visual
concept. We will use this questionnaire as a QualiQuantitative platform with key
individuals, decision makers and customers.
All interviews will be conducted by a member of our market research team, and
we will create questionnaires utilizing parameters identified during our screening
process. We will consult with your team to settle upon an appropriate design
and methodology.
Q uali Q uantitative
Q uestionnaire
D evelopment

37
In this initiative, we will first validate the final 10-12 masterbrand names through
the use of QualiQuantitative interviews with FRHI’s key decision makers and
customers. We will recruit a panel of approximately 200 respondents on a global
basis for the most robust results.
Key individuals will include:
• Hotel/Hospitality Industry Experts
• Key Stakeholders from FHRI
• Current Loyalty Program Members
Once we have a new validated masterbrand name in place, we will validate the
final 10-12 nomenclature systems with the 2 accompanying visual identities, as well
as each of their program element names, through the use of QualiQuantitative
interviews with FRHI’s key decision makers and customers. We will recruit a panel
of approximately 200 respondents on a global basis for the most robust results.
Key individuals will include:
• Hotel/Hospitality Industry Experts
• Key Stakeholders from FHRI
• Current Loyalty Program Members
I nterviews , Part I :
M asterbrand N ame
I nterviews , Part I I :
N omenclature
Systems V isual
I dentities

38
From the perspectives of acoustic phonetics, phonology, and morphology in
particular, our lexical theorists pay extraordinary attention to all facets of linguistic
nuance. Looking at the phonemic structure or the breakdown of distinct sounds
in a given word, our team assesses the acoustic and articulatory properties of all
adjacent phonemes and consonant clusters.
Once we affirm that no harsh sounds are found at phonemic joints or intra-
syllabically, we consider the semantic qualities and evocations of all morphemes,
or units of meaning. We base this assessment on common thematic properties
of English, as well as those of many foreign languages, paying close attention to
the Romance language schema, as well as Greek and Latin etymological features.
Each of the 10-12 final created masterbrand names and nomenclature systems
will be subjected to our ScoreCard Analysis, based on the following categories:
Our ScoreCard Analysis will provide a quantitative “score” for each of the created
masterbrand and program element brand names.
L I N G U I ST I C
S CO R EC A R D
A N A LYS I S
ScoreCard
Categories
Scriptability
Visual Aesthetics
Phonetic Viability
Aural Comprehensibility
Syllabic Balance
Evocative Semantics
Durability Longevity
Ease of Pronunciation
Gender Properties
Phonemic Simplicity

39
ACC U B RA N D ™ R E P O RT
Based on our creative process and collaboration with the FRHI project team,
we will present our final recommendations for the master loyalty brand and
accompanying nomenclature system in the form of our AccuBrand™ Report. The
AccuBrand™ Report will include all qualitative and quantitative information that
has been assimilated throughout the course of the engagement.
The AccuBrand™ Report will provide a stack ranking, from most viable to least
viable, of the final masterbrand names candidates and all names in the final
accompanying nomenclature.
We will combine our Linguistic ScoreCard Analysis data with the qualitative
feedback we will have received from the QualiQuantitative interviews in order to
develop our stack ranking of recommendations, as well as an internal assessment
of the name candidates based on our own insights and considerations.
Each name will be supported by in-depth linguistic analysis, market research
data, full strategic rationale and inference assessment.
F I N A L
D E L I V E R A B L E S
Occupational Breakdown
Wall Street
Analysts/Influencers
9
Plastic Surgeons
31
Nurses
18
Surgeons
36
Hospital Procurement Executives
26

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P roduction - R eady A rtwork
We will deliver production-ready files to the FRHI team and their production
partners to ensure the successful implementation of the new visual identity and
collateral design system for the new loyalty rewards programs.
Working from the final approved artwork files, our graphic design team will create
high-resolution, production-ready files for TBD number of collateral formats with
copy and context on technical drawings.
B rand I dentity G uidebook
In addition to the finalized logos, designs and range architecture, we will also
provide a specific Brand Identity Guidebook that will holistically articulate the
visual branding experience and how the brand should be consistently messaged
across all touch-points for the new loyalty program.
The guidelines will serve as brand standards for FRHI to implement the visual
identity for its loyalty rewards program and all visual marketing moving forward.
The Brand Identity Guidebook will include:
• Pattern Color Standards
• Collateral Design
• Information Hierarchy
• Iconography
• Symbology
• Identification Elements
• Typography
• Identity Usage and Applications
• Trademarks

41
M A R CO M
P L A N B U I L D
P R O C E SS

42
Step T wo : O ur
M arCom P lan
D evelopment
P rocess
When it comes to brand marketing and communications we believe that
advertising and communication are no longer about ads. It’s about brilliantly
integrated creative ideas: ideas that drive meaningful experiences and connections
with consumers. And experiences that make a person feel.
In fact we believe this so much that we evolved our MarCom planning process
to reflect it.

43
MEET THE CBI
Three proprietary tools feed into the development of Creative Business Ideas®:
1. Prosumer analysis for consumer insight
2. Brand Momentum for brand insight
3. Decipher for category insight
At their best, Creative Business Ideas® don’t only change how consumers view
a company but how a company views itself, removing burdensome constraints
and offering the business new spaces in which to explore and grow. The CBI and
the tools that are used to build it help us get to ideas and strategies that are
transformational, drive profitable growth, transcend media and are adaptable to
both traditional and emerging formats.
And of course the best part about our process is its universality and efficiency.
No matter whether we are developing a MarCom plan, building a new brand,
reinventing an existing one or coming up with a new communication campaign,
our process affords us freedom within a proven framework. And the results speak
for themselves.
CREATIVE
BUSINESS
IDEA
PROSUMER
BRAND CATEGORY
BRAND
OPPORTUNITY
BRAND
RELEVANCE
BRAND
ADVANTAGE

44
THE PLAYERS
From a functional standpoint we have a team of Strategists that include traditional,
digital, retail, user experience and media thinkers.
We also have a team of creatives that hold expertise spanning the same.
Our stellar Account folks round out our team to provide vertical insights and
help to keep our clients engaged in the process through various stakeholder
activities and communications.
Oh, and we’d be remiss not to mention that the most important player in the
process is in fact, our consumer. Their behaviour, motivators and attitudes both
inform and filter all our activities. We ensure that every internal resource at the
agency is tasked with owning that consumer and using him or her as inspiration
for their respective activities in the process.
Our Process for FRHI
DISCOVER STRATEGIZE CREATE EXECUTE
ANALYZE
MEASURE

45
P H AS E I :
D iscover
At the heart of any powerful, results-driven MarCom plan is insight. More
specifically insight into why the business challenge/opportunity is what it is,
why consumers are behaving as they are and why the competitive set acts as
it does. Only once we understand the whys that underline the world the FRHI
brand lives in can we determine what we need to do to solve for the problem.
The Discover phase is designed to get us to that foundation and is the first part
of the MarCom planning process.
Phase I of the process consists of 3 primary activities:
1. MarCom Planning Kickoff
2. Information Deep Dive
3. Foundational CBI Platform
Deliverables:
1. Project Plan
2. Key Findings Gaps (as applicable)
3. Foundational CBI Platform
MarCom Planning Kickoff
Our process begins with understanding the business challenge/opportunity. This
is our formal kickoff for the MarCom planning process and it always begins with
an in-person briefing session. The objective of this kickoff is to set expectations,
discuss the business, the brand and the category, understand the objectives
of the initiative – challenges, concerns etc. – identify research documents or
tracking studies required, identify resources required and set key timelines. We
typically ask for a copy of the brief 24-48 hours in advance of this meeting so
that we may come prepared with clarification questions.
Note: There will be content already covered in the Naming Identity kickoff
that will help to streamline this kickoff.

46
MarCom planning kickoffs tend to run 2-3 hours and include the following stakeholders:
• From FRHI: Key Client Lead, Brand Managers/LOB Managers/Research Insights
team members as required
• From Agency: Lead strategists (digital, creative and traditional), Key Account
lead, Lead strategist on FRHI naming identity exercise
While we respect that each client has its own briefing template or format, in order
to develop a smart, engaging and effective MarCom plan we look to understand
the following:
• Context/Background including current state of the brand and business
• Picture of the consumer – demographics and psychographics, media
consumption behaviours
• Key business challenge or objective to be solved for
• Key consumer goal – behavioural change that will deliver on the consumer goal
• Current state of consumer (FROM) and desired state of consumer (TO)
• Key insight supporting this shift (if determined)
• Product and program details/overview including line extensions
• Innovation and extension timelines
• Channel limitations or focuses
• Other programs or initiatives running concurrently
• Historic marketing calendars
• Potential barriers or concerns
• Key considerations
• Evaluation metrics
• Any mandatories
• Key timelines including in-market dates
• Project lead and contact
• Budget
• Addendum including all relevant research and background documentation

47
Information Deep Dive
Following the briefing exercise we jump right in to the gathering of inputs and
identification of gaps. Where gaps are identified (i.e. missing research, segment
definition etc.) it is up to the team and budget whether additional research and
data pulls will be commissioned.
This portion of the process is led by the Strategic team and typically involves
review of the following:
• Brand health and equity tracking
• Consumer segments/profiles/archetypes
• Consumer behavior – Usage and Attitude
• Competitive tracking and review
• Past programs and initiatives – successes and failures (post-mortems/results)
• Channel mix and usage
• User flows and experience – online and offline
• Historic media buy – effectiveness and impact
• Asset review
Following the review we would then organize a series of workshops/interviews
to get first-hand perspective and insight on the business challenge, consumer
behavior and category. This would include either workshops or one-to-ones with
key stakeholders and other agency partners as applicable.
Note: Where interviewees overlap with Naming interviews, we would conduct
both at the same time.

48
Foundational CBI Platform
Once all the inputs are collected and any additional research commissioned,
a final synthesis of findings is developed. The objective of this summary is to
identify key learnings and insights that will impact/affect how we solve for the
business challenge. This distillation of key applicable findings is done through
our proprietary CBI tools of Prosumer Analysis, Brand Momentum and Decipher
in order to help guide both the strategic process and act as inspiration in the
creative process.
This phase would close with a client meeting where results would be presented.
At this point any final opportunity for clarification, build, etc. would be opened
to the team.
CREATIVE
BUSINESS
IDEA
PROSUMER
BRAND CATEGORY
BRAND
OPPORTUNITY
BRAND
RELEVANCE
BRAND
ADVANTAGE

49
P H AS E I I :
Strategi z e
Beginning from the foundational CBI platform and the key insights we identified
in Phase I, Phase II charts the strategic approach to the MarCom plan and business
challenge.
This phase is lead by the Strategic team.
Phase II of the process consists of 2 primary activities:
1. Strategic Business Directives Timing
2. Channel Media Prioritization
Deliverables:
1. Strategic Approach Calendar
2. Channel Media Topline Direction

50
Strategic Business Directives Timing
Developing the strategic platform requires a hybrid of research synthesis,
analytics, workshops and business mapping. It involves a series of internal
working sessions within the agency as well as external sessions with the FRHI
team and larger agency and partner network as applicable.
At this point in the process the team would take the CBI foundation and complete
the intersection points of Brand Relevance, Brand Advantage and Brand
Opportunity. This would then be used as a launch pad for building strategic
platform and directives.
CREATIVE
BUSINESS
IDEA
PROSUMER
BRAND CATEGORY
BRAND
OPPORTUNITY
BRAND
RELEVANCE
BRAND
ADVANTAGE

51
The exact formula for building the strategic directives is dependent on a number
of variables:
• Breadth and depth of research/information available
• Degree of understanding of the consumer or target
• Expected competitive activity/response
• Complexity of business objectives and external influences
• Geographic reach and priority
• Assets available and budgets
Irrespective of the above-mentioned variables however, two of the key outputs
of this phase include:
1. A strategic roadmap or calendar that will outline the 21/2
-year plan and key
milestones
AND
2. The key strategic focus at each step along the timeline including key messages
that address the business challenge
Given the nature of the FRHI assignment, we will need to explore the role and
ability of FRHI’s partner network to help drive awareness, excitement and added
value to the new loyalty entity. As such, we would recommend doing at least one
workshop with key partners to help identify how we can best help each other.

52
Channel Media Prioritization
A MarCom plan’s success is contingent on the channels and media through
which it is communicated. We pride ourselves on maintaining a media agnostic
position. The priority for us is to let our insight driven strategy guide our media
and touchpoint choices.
To ensure our messaging and communications are connecting with the right
audiences in the right places at the right time, once the strategic directives and
messages have been crafted, the combined strategic team (digital, media and
traditional) take a step back and looks at where these messages would best fit.
We then cater the message to the medium.
In the case of FRHI, when it comes to potential touchpoints, FRHI has some
unique opportunities beyond traditional media outlets. The global and mobile
nature of our target consumers, the 2.4M strong loyalty database, a global
employee group of 42K+, the multitude of partners and the properties within
the network all offer incremental touchpoints not afforded many other brands.
These touchpoints and media alternatives would be extensively explored
and prioritized.
The final output from this exercise would be a topline mapping of recommended
media channels or touchpoints against the 21/2
-year strategic timeline.
From a resource standpoint, this phase would require a series of workshops with
partners, employee advisors and the regional marketing leads amongst other key
stakeholders. It would close with a final wrap-up and chance to clarify/challenge
the proposed strategic platform and channel/media strategy.

53
P H AS E I I I :
C reate
Once the Strategic Directives and Channel Priorities have been determined, the
next stage is Creative Development. This phase of the process begins with the
completion of the CBI and the building of the creative brief and finishes with the
final tactical plan.
We believe that while creativity is an art, the process for it needs to be strategic
and thoughtful. Throughout Phase III, the power of the agency’s disciplines and
knowledge are collectively pulled together.
This phase has different leads at different points. It begins with the Strategic
team leading the CBI completion and brief development. Once complete lead
responsibility passes to the Creative team (media, digital and traditional) to drive
creative ideation and tactical planning. The Account team takes over for the final
leg of this process where they spearhead the actual calendar build.
FRHI stakeholders will be brought in at key milestones to help with ideation and
tactical planning as well as for approvals along the way.
Phase III of the process consists of 5 primary activities:
1. CBI Completion
2. Creative Brief
3. Creative Concepting
4. Tactical Exploration
5. Final Plan
Deliverables:
1. Completed CBI
2. Creative Idea
3. Tactical Marketing Plan

54
CBI Completion
The final step in the CBI is to determine the Creative Business Idea®. This exercise
relies both on the collective thinking of left and right brain. It allows us to hone
in on that one core idea that’s going to help frame the creative territory we want
to own and will act as the filter going forward.
Creative Brief
The role of the creative brief is to create a foundation of insight for the Creative
team that includes consumer, category and/or brand information. In the brief
these insights are then paired with the Business Directives and Channels Media
recommendations to act as a springboard for ideation. Once the Strategic team
has crafted the creative brief, and FRHI has provided their seal of approval, the
creative brief would then be delivered to the Creative team (digital, traditional, retail and
media).
CREATIVE
BUSINESS
IDEA
PROSUMER
BRAND CATEGORY
BRAND
OPPORTUNITY
BRAND
RELEVANCE
BRAND
ADVANTAGE

55
Creative Concepting
Developing the creative ideas is a practiced art. Our Creative teams work together
to ideate and refine multiple ideas and directions off the CBI and pulled insights.
These ideas are then worked, built, deconstructed, reconstructed and evolved
until they meet all the criteria of an outstanding idea:
• Meaningful
• Smart
• Differentiated
• Easy to understand
At various points the following functional expertise would be brought into the
ideation process: Naming Identity Strategist/Creatives, FRHI Partners, Media,
FRHI Brand Stewards (employees and/or management) and possibly consumers.
Note: Dependent on need, interest, budget, etc. at this point we would recommend
taking concepts into testing. This can be done formally, or by proxy through the
FRHI network and employee groups.
Tactical Exploration
This is where Strategy truly meets Creative. It’s where the Strategic Plan and
Timeline become animated by the tactical nuances of the creative concept. It’s
also where the specifics of the Media Plan are flushed out and overlaid based on
the creative concept and ensuing tactics.
Final MarCom Plan
It’s here in the final step of PHASE III that the MarCom plan is positioned in
its entirety. Strategy, Media, Digital, Creative and all other specialist divisions
come together as a final plan of action for FRHI’s first 21/2
years of the program.
While the plan is developed internally, there are multiple check-ins and typically
(budget and timelines permitting) a working session with the entire team.
One of the critical components of any plan is the budget. Topline
allocations of budget are set at project kickoff and refined in the final
MarCom plan development. Budget allocations may change and evolve (in
their allocation) dependent on how the creative concept has been brought to
life tactically.
While the Account team leads this stage, Strategy, Creative, Digital, Media and
external agency teams all play a role in building the final plan.

56
P H AS E I V:
E x ecute
With the approved MarCom plan in hand, we enter into the Execution phase.
Execution is where the tactical components of the campaigns are developed
and output. This part of our process is carefully guided and guarded by a series
of checks and balances designed to maintain quality control, ensure accuracy
and deliver outputs on time and on budget.
Phase IV of the process consists of 4 primary activities:
1. Creative Development, Production Strategy and Execution Plan
2. Reviews, Revisions and Approvals
3. Final Production Files
4. Production and Distribution
Deliverables:
1. Creative Layouts/Storyboards and Copy/Scripts
2. Project Schedules, Job Initiation Forms and Estimates
3. Final Production Files (i.e. print-ready artwork, staging sites, MP3 files, etc.)
4. In-Market Materials (i.e. printed pieces, websites, apps, MP3 files, etc.)
Creative Development, Production Strategy Execution Plan
Creative development is where conceptual designs become reality. Whether
layouts/storyboards, copy/scripts or other creative outputs, the Production
Manager is the one to ensure they can be executed within budget, and determine/
plan the best production methods possible for producing the end piece.
Once all specifications for a project have been identified and client-approved,
competitive vendor quotes are obtained for the purposes of generating an
estimate. Once the Production Manager has all costs associated with a project
in-hand that person will generate a formal estimate. The signed estimate is the
agency’s approval from client to begin incurring hard costs on their behalf.

57
Reviews, Revisions and Approvals
The first round of layouts/storyboards and copy/scripts is presented to the client
in person. Once a layout is approved, both agency and client teams enter the
review and revisions process. All client and agency revisions are communicated
through the Account Manager to ensure they have been consolidated and
reviewed in advance.
FRHI’s global needs will likely necessitate a great deal of translation and
adaptation services. We would use the services of our network offices to deliver
on this.
Final Production Files
Following final approval on creative outputs the job proceeds to the Studio
where production begins. Studio is tasked with ensuring that all files are taken
from visually correct to mechanically accurate and ready for production. By
supplying technically correct files to printers, both time and money are saved, all
while assuring that the creative translates beautifully into its live format.
Production Distribution
This is the final stage of our process. Due to the nature of FRHI’s global footprint
we would ensure that production and distribution be done in such a way that
minimizes extraneous shipping costs and any other potential liabilities, etc.

58
P H AS E V:
A nalyz e
M easure
No plan is complete without the appropriate metrics in place. There are two
sides to this step. The first is to ensure baselines markers are established and the
second is to set check-ins for tracking the MarCom Plan at various stages.
In addition to the metrics by tactic, FRHI has established a number of higher
order business metrics that we will factor into the measurement plan. They are
as follows:
1. Room night revenue growth
2. Membership growth
3. Member engagement (measured through incremental stays, growth within the
tiers, email response activity)
4. Increased presence in social media channels
5. Booking channel shift from third party to direct
6. Revenue generation through central campaigns
Key Performance Indicators (KPIs) against these and other objectives would be
determined during the strategy phase of the program. As markers are tracked,
learnings are fed back against the plan in order to adjust and update both in-
market tactics and pending executions, as well as optimize media.
The assumption is that the FRHI team will work closely with our Strategic team
to put in place a system of check-ins and meetings, as well as report templates
for tracking. Data pulls will come from our own measurement tools as well as
from resources within FRHI.

59
Our Analytics team has at its disposal a number of proprietary and mass
tracking tools. Usage and application of them would be determined based on
the reporting requirements and nature of KPIs being monitored.
This stage is led by our Analytics and Media teams and includes our Strategic
team and FRHI’s Marketing/Analytics group.
DELIVERABLES:
1. KPIs for the Program
2. Monthly Summary Reports (as data collection permits)
3. Plan Update Recommendations (as required, as part of every summary report)
DISCOVER STRATEGIZE CREATE EXECUTE
ANALYZE
MEASURE
Insights
Analytics
Trends
Insights Insights

60
A ddendum to
the P rocess
It’s important to note that this process for MarCom planning is not to be
considered in isolation. Along the way various requirements will necessitate
other internal processes be activated. For example, the following have their own
ancillary processes that would be engaged when/should tactics or needs fall
within their area of expertise:
• Technology Development
• Digital Platforms – mobile, web, other
• Media Planning
• Research (external partner or internally managed)
Note: For topline overviews of these processes we have included context in the
appendices – see “Appendix B” and “Appendix C.”

62
K I M P TO N
H OT E L S
R E S O R TS
The Kimpton Hotel Restaurant Group Inc. is an American hotel and restaurant
company. It is the largest chain of boutique hotels in the United States.
Brand Name Development
The task was to create a guest loyalty program name for Kimpton Hotels,
allowing members to enjoy exclusive and personalized offers year-round, as well
as accrue spa credits, complimentary nights, and numerous other rewards.
Naming Strategy
In our project kickoff meeting, it was understood that the primary attributes the
name should encapsulate are personalization, gratification, and indulgence.
Name Creation
Our team created an initial list of over 90 potential loyalty program name
candidates. The list was narrowed to 9 names after rigorous linguistic analysis
and trademark screening.

63
NameS IN VALIDATION PHASE
• Honours Circle
• Kimpton Select
• Optum
• Pinnacle Preferred
• Ultimma
• Blue Royale
• Magnetic
• Beyond Compare
• InTouch
Each of the 9 loyalty program name finalists was subjected to our ScoreCard
analysis, based on the following categories:
• Scriptability
• Aural Comprehensibility
• Visual Aesthetics
• Syllabic Balance
• Phonetic Viability
• Evocative Semantics
• Durability Longevity
• Ease of Pronunciation
• Gender Properties
• Phonemic Simplicity

64
InTouch
7
9
9
8
9
9
9
85 72 7175 72 72 6775 73
8
8
8
7
7
8
9
8
8
7
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Scriptability
Aural
comprehensibility
visual Aesthetics
Syllabic Balance
Phonetic viability
Evocative Sem.
durability
Longevity
Ease of
Pronunciation
Quantitative
Score/100
Gender Properties
Pho. Simplicity
Honours
Circle
Kimpton
Select
Optum Pinnacle
Preferred
Ultimma blue
Royale
Magnetic beyond
Compare
ScoreCard Analysis – “InTouch” Runner-Up Name Candidates

65
QualiQuantitative Interviews
We interviewed 200 respondents regarding each of the 9 loyalty program
name candidates. Respondents included hotel/hospitality industry experts, key
stakeholders from Kimpton Hotels, and current loyalty program members.
100
25
75
Hotel/Hospitality
Industry Experts
Current Loyalty Program Members
at Hotels of Equal Caliber
Key Stakeholders from Kimpton
Hotels

66
HONOURS CIRCLE
Respondents noted that Honours Circle implied “dignified” as well as “exclusive,”
referring to the high-end amenities afforded to only those who are loyalty
program members.
PINNACLE PREFERRED
Pinnacle Preferred served as our secondary recommendation. Respondents
noted that this name connoted “elite” and “selective,” as an “exclusive club” for
members only.
ULTIMMA
Respondents noted that Ultimma immediately signaled “ultimate,” a reference to
the premier rewards available to loyalty program members.
RECOMMENDATION: INTOUCH
Respondents quickly connected with InTouch. InTouch was noted as “personal,”
emphasizing “considered care” and “thoughtful service.” Its conceptual character
and simplicity suggest individualized service: a program that is “in touch” with
the specific needs and preferences of each of its esteemed guests.

67
INTOUCH INNER CIRCLE
As part of the nomenclature system we created for the Kimpton Hotels loyalty
program, our team also created the name “Inner Circle,” the elite second tier
for Kimpton loyalty program members who have stayed 15 eligible stays or 45
eligible nights within a calendar year.
Building from the “In” word part and concept from “InTouch,” both names
suggest a sort of exclusivity and reward to being a member of each program.
“Inner Circle” suggests a private club for a limited number of valued members,
who are rewarded with choice benefits and perks.
In addition to all the perks of InTouch, it is Kimpton’s priority to pamper its Inner
Circle members at every stay.
RAID THE BAR
Falling under the two tiers of the loyalty program, our team also created
Kimpton’s “Raid the Bar” concept and the accompanying visual identity, as well
as the logos and collateral to accompany the names InTouch and Inner Circle.
As part of the “Raid the Bar” philosophy, loyalty program members receive a $10
credit to enjoy a craft cocktail in one of Kimpton’s participating restaurant bars
or head up to their rooms and “raid the mini bar” – all complimentary.

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