This document summarizes the analysis phase of a project to define room revenue performance metrics and develop a dashboard for IHG. Key findings included categorizing metrics as core, enhanced or advanced based on complexity, identifying stakeholder needs, and narrowing metrics to four strategic business drivers - revenue, STR competitive index, profitability, and guest satisfaction. A wireframe was developed using a metric value map to group metrics and display the business drivers over time, by brands, geography and other dimensions. The approach included interviewing stakeholders and analyzing current metrics to develop recommendations for a final dashboard design and metrics definition.
BonitaSoft is a leading open source business process management company with 200+ customers. It provides the Bonita Open Solution (BOS) platform which includes modules for process modeling, development, execution, and administration. BOS is a full-featured BPMS that can be used for both technical projects and business solutions. It has a growing community of over 9,000 contributors and is used across industries like financial services, manufacturing, and healthcare.
The document discusses the design-build approach for construction projects. It outlines the team structures for the proposal, design, and construction phases. The design-build process involves preliminary design and planning, detailed design work to develop a guaranteed maximum price (GMP), implementation including permitting and construction, and project completion. Key advantages of the design-build approach are obtaining a firm price earlier and cost savings through integrated design and construction efforts.
The document compares planning models for enterprise application development and commercial software application development. It finds that commercial internal development takes 1/4 the time (77% faster) and is 74% lower in cost compared to enterprise outsourced development. Outsourced development can be optimized to take 1/3 the time (61% faster) and have 47% lower costs. Requirements planning for commercial applications development uses pre-validated product requirements and gathers feedback throughout the year, while enterprise development often has limited time and availability of stakeholders.
Learn more about progressive design-build models for water and wastewater project delivery, and get information about a new initiative by the Water Design-Build Council to create model procurement documents for these projects. Presentation by John Awezec of HDR, Inc., John Doller of Carollo Engineers, and Peter Hughes of the Water Design Build Council.
CH2M Hill's Mark Alpert presents on team structures for design-build and integrated project delivery methods at the 2013 DBIA Water and Wastewater Conference.
PMP Chap 5.0 Scope Management OverviewAnand Bobade
The document discusses project scope management. It defines scope management as including processes to ensure a project includes all required work and only work needed to successfully complete the project. It outlines the six key processes in scope management: plan scope management, collect requirements, define scope, create a work breakdown structure, validate scope, and control scope. It also covers scope definitions, differences between project and product scope, considerations for predictive versus agile approaches, and the roles of business analysts.
The presentation discusses strategies for successful Joomla web development projects from small to enterprise-level. It covers each phase of a project including planning, design, development, testing and launch. For small/medium projects, phases like planning and design typically take 3-5 hours while infrastructure and development can take 20-30 hours. Enterprise projects involve more formal processes, resources, and decision makers across longer timelines of 6-12 months. The presentation emphasizes proper planning, documentation, scope management and client expectations to achieve successful project outcomes and support.
Josh Folgado proposes a project management methodology using Prince2/PM2 for project management, TOGAF for process and documentation standards, and the Zachman Framework. The methodology includes initiation, execution, and closure phases. During each phase, the Zachman Framework is used to gather specific information about the project from different perspectives. A Transformation Governance Log (TGL) document is used to keep all project information in one place throughout the project lifecycle. Feedback is sought on refining the methodology.
BonitaSoft is a leading open source business process management company with 200+ customers. It provides the Bonita Open Solution (BOS) platform which includes modules for process modeling, development, execution, and administration. BOS is a full-featured BPMS that can be used for both technical projects and business solutions. It has a growing community of over 9,000 contributors and is used across industries like financial services, manufacturing, and healthcare.
The document discusses the design-build approach for construction projects. It outlines the team structures for the proposal, design, and construction phases. The design-build process involves preliminary design and planning, detailed design work to develop a guaranteed maximum price (GMP), implementation including permitting and construction, and project completion. Key advantages of the design-build approach are obtaining a firm price earlier and cost savings through integrated design and construction efforts.
The document compares planning models for enterprise application development and commercial software application development. It finds that commercial internal development takes 1/4 the time (77% faster) and is 74% lower in cost compared to enterprise outsourced development. Outsourced development can be optimized to take 1/3 the time (61% faster) and have 47% lower costs. Requirements planning for commercial applications development uses pre-validated product requirements and gathers feedback throughout the year, while enterprise development often has limited time and availability of stakeholders.
Learn more about progressive design-build models for water and wastewater project delivery, and get information about a new initiative by the Water Design-Build Council to create model procurement documents for these projects. Presentation by John Awezec of HDR, Inc., John Doller of Carollo Engineers, and Peter Hughes of the Water Design Build Council.
CH2M Hill's Mark Alpert presents on team structures for design-build and integrated project delivery methods at the 2013 DBIA Water and Wastewater Conference.
PMP Chap 5.0 Scope Management OverviewAnand Bobade
The document discusses project scope management. It defines scope management as including processes to ensure a project includes all required work and only work needed to successfully complete the project. It outlines the six key processes in scope management: plan scope management, collect requirements, define scope, create a work breakdown structure, validate scope, and control scope. It also covers scope definitions, differences between project and product scope, considerations for predictive versus agile approaches, and the roles of business analysts.
The presentation discusses strategies for successful Joomla web development projects from small to enterprise-level. It covers each phase of a project including planning, design, development, testing and launch. For small/medium projects, phases like planning and design typically take 3-5 hours while infrastructure and development can take 20-30 hours. Enterprise projects involve more formal processes, resources, and decision makers across longer timelines of 6-12 months. The presentation emphasizes proper planning, documentation, scope management and client expectations to achieve successful project outcomes and support.
Josh Folgado proposes a project management methodology using Prince2/PM2 for project management, TOGAF for process and documentation standards, and the Zachman Framework. The methodology includes initiation, execution, and closure phases. During each phase, the Zachman Framework is used to gather specific information about the project from different perspectives. A Transformation Governance Log (TGL) document is used to keep all project information in one place throughout the project lifecycle. Feedback is sought on refining the methodology.
Epm demonstration projerct online and project server 2013Jerome Quinton
This document outlines an EPM demonstration by Pcubed. It introduces Pcubed and their long-term Microsoft partnership. It then discusses the key functional areas of Project Server and Project Online like portfolio selection, resource management, scheduling, collaboration, and reporting. The document concludes with an overview of Pcubed's implementation approach and support services.
This presentation discusses quality and risk management challenges when acquiring enterprise systems. It notes that requirements for large projects may be unknown or unstable due to organizational changes. Contractors and organizations also have different perspectives on quality. Proper testing and defect tracking are important, and iterative development needs to align with contracting models. Managing complexity requires integrating work teams and roadmapping dependencies. Overall, acquiring enterprise systems requires balancing technical and organizational factors.
The document provides an overview of Camunda BPM and discusses typical questions executives may have when considering the product. It recommends a roadmap for introducing Camunda that involves first getting approval, then implementing an initial project to prove success before taking on additional projects. The roadmap outlines key tasks, stakeholders, and tips at each stage, and notes how Camunda can provide support. It also compares Camunda to robotic process automation (RPA) and emphasizes Camunda's ability to orchestrate end-to-end business processes across systems.
Navigating the Build vs. Buy Decision for Your Finance Technology NeedsGotransverse
Something that vexes every finance and accounting organization is the challenge of managing your internal technology portfolio to meet the changing needs of your constantly changing company. Should you continue to patch that old system or buy something new? Should you use point solutions or broad-based platforms? How much is the right amount to invest and which direction has the highest ROI. Well, as it happens, the answer is, “it depends”. This event will focus on how to perform a build vs. buy analysis for finance and accounting automation projects covering these very issues, helping you form a coherent technology strategy, along with tactics for execution.
Re-Implementation for Social Solutions Apricot 360 and Apricot CoreJeffrey Haguewood
In this presentation, we explore the re-implementation process for Apricot 360 and Apricot Core nonprofit database software.
Organizations experiencing significant workflow and reporting challenges within their Apricot software may benefit from a system re-implementation.
This video will cover:
- What to expect from your Apricot database
- 10 key indicators for re-implementation
- Phases of a re-implementation project
- Re-implementation approaches and considerations
Watch the video:
https://youtu.be/oHXw4VPBu9c
About Sidekick Solutions
Sidekick Solutions is an independent software consulting firm, specializing in Social Solutions Apricot 360, Apricot Core, and Apricot Essentials software. We help new and existing Apricot users make the most of Apricot’s suite of features with a range of professional services for implementation, workflow optimization, reporting/analytics, consulting and training, integrations, and database audit/cleanup. We make Apricot easier to use and more capable for our clients, yielding higher return on investment in their Apricot software license.
Arindom Kumar Biswas is a certified scrum master and IT professional with over 7 years of experience working in mainframe technology and the insurance domain. He currently works as a product specialist for Cognizant Technology Solutions in Denver, Colorado, managing a team of 18 people. Some of his key skills and experiences include being a project lead, expertise in mainframe technologies like COBOL and DB2, and experience with projects involving the conversion of life and annuity insurance products from one platform to another.
This document provides a summary of Arindom Kumar Biswas's professional experience and qualifications. It summarizes that he has over 7 years of experience working as a Project Lead and Technical Lead on Mainframe projects for insurance companies like Cognizant Technology Solutions and MetLife. It also lists his technical skills which include languages like COBOL, JCL, and databases like VSAM, DB2. Finally, it provides details of some of the projects he has worked on, including conversions from legacy to new platforms and product launches.
Building a Globally Integrated Business Platform from the Ground UpApttus
Adoption of Salesforce can be challenging, especially for a large global company that’s grown through acquisitions. How do you focus a global sales team and get them using Salesforce CRM, Apttus CPQ and other tools they need to drive positive outcomes? Learn how one organization has delivered an integrated global business platform to empower its success.
The Economics of Scrum - Finance and CapitalizationCprime
• Understand the differences between Capital Expenditures and Operational Expense and the US and International laws which govern them.
• How software developed with Scrum can be used as an financial asset
• The Economics behind Scrum and why it makes sense in financial world
• Why Scrum is better than suited than Waterfall to deliver value and lower costs
• The effect on a company’s bottom line (P&L)
• Metrics which will show Scrum’s ROI and how to Predict future value
• Lesson learned from companies that have implemented Scrum and financial measures to predict value
During the Agile Austria Conference 2017, Graz, Austria
Speaker: Fariz Saracevic
This session will examine how requirements management can bring significant value to agile development teams.
Customer Success Story: Interact Everywhere with IBM Active ReportsCCG
Hillsborough County Public Schools needed to create an interactive Strategic Plan Scorecard that summarized metrics at a high level, but also provided some detailed information to the users similar to a drill-through report. To meet this need, an Active Report was created that impressed business users as well as solved the delivery and security concerns from an I.S. perspective. Although Active Reports are not exactly new to IBM Cognos, there have been significant improvements in regards to performance and file compression. This session explains how the Active Report was created at an introductory level, including a demonstration of the product.
9 ASUG82967 - Successful implementation of SAP Product Lifecycle Management a...ghaeltailyn
This document summarizes a presentation given by David Mehornay from Delta Faucet and Sanjaya Una from GyanSys regarding their successful implementation of SAP S/4HANA Product Lifecycle Management. Key points include:
- Delta Faucet replaced multiple legacy systems with SAP S/4HANA to consolidate applications and enable growth.
- They deployed SAP PLM, PS, DMS, QM, and other modules with the goal of streamlining processes like new product development, quality management, and compliance.
- Through integration with systems like Teamcenter and Salesforce, they achieved benefits like single windows for material and project data. Automated workflows also improved processes.
- Les
The document discusses Building Information Modeling (BIM) and BIM Execution Plans (BEP). It explains that BIM is a process for developing and using a digital model of a building to improve design, construction, and operations. A BEP defines goals for implementing BIM technology on a project by outlining roles, processes, and information exchange. It ensures all parties understand goals and responsibilities to facilitate collaboration and deliver the project on time and on budget. The document provides guidance on the typical components and steps to create an effective BEP, including identifying project goals and BIM uses, establishing processes, and selecting infrastructure.
Developing a Modernization Strategy: Evaluating the Options by Chris KoppeFresche Solutions
Chris Koppe, VP of Corporate Strategy at Fresche Legacy presented Developing a Modernization Strategy: Evaluating the Options during iBelieve 2015.
This presentation covers:
- Modernization strategies
- Establishing goals and objectives
- Strategy definition
- Planning
- Getting funding and support
The document discusses virtual project management (VPM) as an alternative to on-site project management. It notes that VPM allows projects to leverage globally distributed subject matter experts and resources while reducing project management costs and time through use of collaborative technologies and a standardized methodology. VPM focuses project managers on exception handling rather than day-to-day tasks.
The document discusses virtual project management (VPM) as an alternative to on-site project management. It notes that VPM allows projects to utilize globally distributed subject matter experts, requires little travel by project managers, and reduces project time and costs compared to traditional on-site management through leveraging collaborative technologies. VPM services are offered for $750 per week on average.
Implementing and Extending Oracle PLM Cloud for Gibson OverseasJade Global
Manoj Rathi presented on Gibson Overseas' implementation of Oracle Product Development Cloud (PDC) to replace their on-premise Agile PLM solution. The implementation involved migrating active product data from Agile to PDC and developing four custom extensions. The project was split into two phases, with phase one focusing on finished goods and phase two on non-finished goods. Jade Global utilized their Oracle Cloud Migrator tool and a phased approach to migrate the data and implement the new PLM solution on cloud.
This document outlines a webinar about empowering project management offices (PMOs). It introduces the speakers and defines a "zombie PMO" as one that merely goes through motions without knowing how to improve. It suggests that an empowered PMO requires adaptability and discusses how technology capabilities like adaptable workflows, support for multiple project types, and portfolio kanban boards can support a more empowered PMO. It also stresses the importance of user adoption of new project portfolio management tools.
Read on to:
1. Understand how strategic dashboards are different from other types of dashboards and how it tells the story of KPIs, actions, risks, objectives by linking strategy to operations.
2. Know the role of analytics in strategic business dashboards are a mainstay in today's business and How to build agility into your strategic dashboards.
3. Get to know the two fundamental ways of building dashboards and their differences.
4. Understand the difference between Technology stack and a business solution.
The PPT also contains a demonstration of a strategic dashboard solution.
Collaborate 2018: Hyperion and PeopleSoft - Hands Off AutomationDatavail
This document summarizes a presentation on integrating Hyperion and PeopleSoft using the Hyperion DRM Adaptor. It discusses using the adaptor to automate updating PeopleSoft with changes made in Hyperion DRM, eliminating manual processes. The presentation covered the architecture of using DRM and an ESB to interface PeopleSoft with Hyperion for chart of accounts and tree maintenance. It also provided an overview of how the Datavail DRM PeopleSoft adapter configuration and tasks work, including mappings, publishing dimensions, and logs to review changes.
Epm demonstration projerct online and project server 2013Jerome Quinton
This document outlines an EPM demonstration by Pcubed. It introduces Pcubed and their long-term Microsoft partnership. It then discusses the key functional areas of Project Server and Project Online like portfolio selection, resource management, scheduling, collaboration, and reporting. The document concludes with an overview of Pcubed's implementation approach and support services.
This presentation discusses quality and risk management challenges when acquiring enterprise systems. It notes that requirements for large projects may be unknown or unstable due to organizational changes. Contractors and organizations also have different perspectives on quality. Proper testing and defect tracking are important, and iterative development needs to align with contracting models. Managing complexity requires integrating work teams and roadmapping dependencies. Overall, acquiring enterprise systems requires balancing technical and organizational factors.
The document provides an overview of Camunda BPM and discusses typical questions executives may have when considering the product. It recommends a roadmap for introducing Camunda that involves first getting approval, then implementing an initial project to prove success before taking on additional projects. The roadmap outlines key tasks, stakeholders, and tips at each stage, and notes how Camunda can provide support. It also compares Camunda to robotic process automation (RPA) and emphasizes Camunda's ability to orchestrate end-to-end business processes across systems.
Navigating the Build vs. Buy Decision for Your Finance Technology NeedsGotransverse
Something that vexes every finance and accounting organization is the challenge of managing your internal technology portfolio to meet the changing needs of your constantly changing company. Should you continue to patch that old system or buy something new? Should you use point solutions or broad-based platforms? How much is the right amount to invest and which direction has the highest ROI. Well, as it happens, the answer is, “it depends”. This event will focus on how to perform a build vs. buy analysis for finance and accounting automation projects covering these very issues, helping you form a coherent technology strategy, along with tactics for execution.
Re-Implementation for Social Solutions Apricot 360 and Apricot CoreJeffrey Haguewood
In this presentation, we explore the re-implementation process for Apricot 360 and Apricot Core nonprofit database software.
Organizations experiencing significant workflow and reporting challenges within their Apricot software may benefit from a system re-implementation.
This video will cover:
- What to expect from your Apricot database
- 10 key indicators for re-implementation
- Phases of a re-implementation project
- Re-implementation approaches and considerations
Watch the video:
https://youtu.be/oHXw4VPBu9c
About Sidekick Solutions
Sidekick Solutions is an independent software consulting firm, specializing in Social Solutions Apricot 360, Apricot Core, and Apricot Essentials software. We help new and existing Apricot users make the most of Apricot’s suite of features with a range of professional services for implementation, workflow optimization, reporting/analytics, consulting and training, integrations, and database audit/cleanup. We make Apricot easier to use and more capable for our clients, yielding higher return on investment in their Apricot software license.
Arindom Kumar Biswas is a certified scrum master and IT professional with over 7 years of experience working in mainframe technology and the insurance domain. He currently works as a product specialist for Cognizant Technology Solutions in Denver, Colorado, managing a team of 18 people. Some of his key skills and experiences include being a project lead, expertise in mainframe technologies like COBOL and DB2, and experience with projects involving the conversion of life and annuity insurance products from one platform to another.
This document provides a summary of Arindom Kumar Biswas's professional experience and qualifications. It summarizes that he has over 7 years of experience working as a Project Lead and Technical Lead on Mainframe projects for insurance companies like Cognizant Technology Solutions and MetLife. It also lists his technical skills which include languages like COBOL, JCL, and databases like VSAM, DB2. Finally, it provides details of some of the projects he has worked on, including conversions from legacy to new platforms and product launches.
Building a Globally Integrated Business Platform from the Ground UpApttus
Adoption of Salesforce can be challenging, especially for a large global company that’s grown through acquisitions. How do you focus a global sales team and get them using Salesforce CRM, Apttus CPQ and other tools they need to drive positive outcomes? Learn how one organization has delivered an integrated global business platform to empower its success.
The Economics of Scrum - Finance and CapitalizationCprime
• Understand the differences between Capital Expenditures and Operational Expense and the US and International laws which govern them.
• How software developed with Scrum can be used as an financial asset
• The Economics behind Scrum and why it makes sense in financial world
• Why Scrum is better than suited than Waterfall to deliver value and lower costs
• The effect on a company’s bottom line (P&L)
• Metrics which will show Scrum’s ROI and how to Predict future value
• Lesson learned from companies that have implemented Scrum and financial measures to predict value
During the Agile Austria Conference 2017, Graz, Austria
Speaker: Fariz Saracevic
This session will examine how requirements management can bring significant value to agile development teams.
Customer Success Story: Interact Everywhere with IBM Active ReportsCCG
Hillsborough County Public Schools needed to create an interactive Strategic Plan Scorecard that summarized metrics at a high level, but also provided some detailed information to the users similar to a drill-through report. To meet this need, an Active Report was created that impressed business users as well as solved the delivery and security concerns from an I.S. perspective. Although Active Reports are not exactly new to IBM Cognos, there have been significant improvements in regards to performance and file compression. This session explains how the Active Report was created at an introductory level, including a demonstration of the product.
9 ASUG82967 - Successful implementation of SAP Product Lifecycle Management a...ghaeltailyn
This document summarizes a presentation given by David Mehornay from Delta Faucet and Sanjaya Una from GyanSys regarding their successful implementation of SAP S/4HANA Product Lifecycle Management. Key points include:
- Delta Faucet replaced multiple legacy systems with SAP S/4HANA to consolidate applications and enable growth.
- They deployed SAP PLM, PS, DMS, QM, and other modules with the goal of streamlining processes like new product development, quality management, and compliance.
- Through integration with systems like Teamcenter and Salesforce, they achieved benefits like single windows for material and project data. Automated workflows also improved processes.
- Les
The document discusses Building Information Modeling (BIM) and BIM Execution Plans (BEP). It explains that BIM is a process for developing and using a digital model of a building to improve design, construction, and operations. A BEP defines goals for implementing BIM technology on a project by outlining roles, processes, and information exchange. It ensures all parties understand goals and responsibilities to facilitate collaboration and deliver the project on time and on budget. The document provides guidance on the typical components and steps to create an effective BEP, including identifying project goals and BIM uses, establishing processes, and selecting infrastructure.
Developing a Modernization Strategy: Evaluating the Options by Chris KoppeFresche Solutions
Chris Koppe, VP of Corporate Strategy at Fresche Legacy presented Developing a Modernization Strategy: Evaluating the Options during iBelieve 2015.
This presentation covers:
- Modernization strategies
- Establishing goals and objectives
- Strategy definition
- Planning
- Getting funding and support
The document discusses virtual project management (VPM) as an alternative to on-site project management. It notes that VPM allows projects to leverage globally distributed subject matter experts and resources while reducing project management costs and time through use of collaborative technologies and a standardized methodology. VPM focuses project managers on exception handling rather than day-to-day tasks.
The document discusses virtual project management (VPM) as an alternative to on-site project management. It notes that VPM allows projects to utilize globally distributed subject matter experts, requires little travel by project managers, and reduces project time and costs compared to traditional on-site management through leveraging collaborative technologies. VPM services are offered for $750 per week on average.
Implementing and Extending Oracle PLM Cloud for Gibson OverseasJade Global
Manoj Rathi presented on Gibson Overseas' implementation of Oracle Product Development Cloud (PDC) to replace their on-premise Agile PLM solution. The implementation involved migrating active product data from Agile to PDC and developing four custom extensions. The project was split into two phases, with phase one focusing on finished goods and phase two on non-finished goods. Jade Global utilized their Oracle Cloud Migrator tool and a phased approach to migrate the data and implement the new PLM solution on cloud.
This document outlines a webinar about empowering project management offices (PMOs). It introduces the speakers and defines a "zombie PMO" as one that merely goes through motions without knowing how to improve. It suggests that an empowered PMO requires adaptability and discusses how technology capabilities like adaptable workflows, support for multiple project types, and portfolio kanban boards can support a more empowered PMO. It also stresses the importance of user adoption of new project portfolio management tools.
Read on to:
1. Understand how strategic dashboards are different from other types of dashboards and how it tells the story of KPIs, actions, risks, objectives by linking strategy to operations.
2. Know the role of analytics in strategic business dashboards are a mainstay in today's business and How to build agility into your strategic dashboards.
3. Get to know the two fundamental ways of building dashboards and their differences.
4. Understand the difference between Technology stack and a business solution.
The PPT also contains a demonstration of a strategic dashboard solution.
Collaborate 2018: Hyperion and PeopleSoft - Hands Off AutomationDatavail
This document summarizes a presentation on integrating Hyperion and PeopleSoft using the Hyperion DRM Adaptor. It discusses using the adaptor to automate updating PeopleSoft with changes made in Hyperion DRM, eliminating manual processes. The presentation covered the architecture of using DRM and an ESB to interface PeopleSoft with Hyperion for chart of accounts and tree maintenance. It also provided an overview of how the Datavail DRM PeopleSoft adapter configuration and tasks work, including mappings, publishing dimensions, and logs to review changes.
Similar to Scott Bunce 4+ Years Of Innovation (20)
23. The objective of the IHG Room Performance Metric Definition Project is to increase the visibility,
consistency and efficiency of measuring room revenue.
The scope of the project is Room Revenue Performance Metrics and Predictive Modeling capabilities.
As part of the project AnswerAnalytics will analyze and define enterprise Room Revenue Metrics
used to improve strategic planning, room forecasting, and performance reporting.
Objective and Scope
25
AnalyzeMeasurePlan Improve
24. Plan
AnalyzeMeasurePlan Improve
Start wk 3 wk 6wk 1 wk 2 wk 4 wk 5
Room Performance Metrics
Improve
Room Performance
Metrics Strategy Approach• Plan
• Measure
• Analyze
• Improve
Measure
Analyze
wk 7
Stage1
Stage2
Stage3
Stage4
Timeline & Deliverables – Analyze Phase
We are here
• Road Map
• Interview Questions
• Current State POV
• Room Revenue Management
Measure Phase POV
• Categorized and Catalogued
Room Revenue KPIs
• Room Revenue Information
Strategy Matrix
• Room Revenue
Management Analyze
Phase POV
• KPIs Definition &
Recommendation
• Dashboard Wireframe
• Final Information
Matrix Requirements
• Final Dashboard
Wireframe Layout
• Final Presentation and
Project Sign -Off
26
AnalyzeMeasurePlan Improve
25. Summary – Analyze Phase
AnswerAnalytics followed a structured approach to analyze the room revenue metrics and conceptualize the wireframe and flow that address the
needs of corporate, regional and property level views. The team developed the wireframe design by evaluating the perspective of each
dashboard user profile and their unique needs for analysis on business deviations and trends.
Key FindingsApproach
1 Analyze and prioritize a Room Revenue KPI’s
Review and test the KPI’s for the degree of complexity.
Divide the Metric's into Core, Enhanced and Advanced - Based on
metrics that are existing, interviewee common desire to have,
and leveraging knowledge and industry experience for advanced.
2
Indentify how key stakeholders view KPI’s to quickly
assess areas of opportunity
Categorize KPI’s based on areas of functional hospitality needs.
Analyze the categories to create a better grouping to allow the
dashboard to be more intuitive
3 Narrow decision-making KPI’s into key Strategic
Business Drivers
Construct categories for focusing on areas that cause deviation in
revenue, competition performance, financial productivity and
guest satisfaction.
4 Leverage highly parameterized views
Lay out the wireframe in a way that is logical and intuitive for
users and key stakeholders.
Ensure dimensions are aligned with stakeholder requirements.
Based on the Core, Enhanced , and Advanced metrics the outcome is
the Metric Value Map.
This Metric Value Map allows the organization to use a 5 phase
approach to build the dashboard based on the complexity vs. Core,
Enhanced and Advanced metrics in a logical fashion.
We found the groupings to be aligned with STR, Productivity, Food
and Beverage, Forecasting and Revenue Management, and Channel
Management .
These groupings worked well in the Metric Value Map in
understanding areas of focus.
These groupings needed further refinement to allow the dashboard
to become more intuitive.
This approach lead to the Strategic Business Drivers of Revenue -
deviation of Room Revenue to Budget, STR Competitive Index -
Deviation of RGI to goals/targets, Profitability - GOPPAR deviation to
budget and Guest Satisfaction - Overall Sat Scores.
A graphical view of the Strategic Business Drivers, with the ability to
view Time, Brands, Geographical and Functional areas of
responsibility, and by Business Model.
AnalyzeMeasurePlan Improve
27
26. 28
AnalyzeMeasurePlan Improve
Upper Left Quadrant
Advanced Metrics, Low
Complexity
Upper Right Quadrant
Advanced Metrics, High
Complexity
Lower Left Quadrant
Core Metrics, Low
Complexity
Lower Right Quadrant
Core metrics, High
Degree of Complexity
Fcst/Rev.Mgt.
•Rubicon/ Price
Shopping
•Group vs.
Tentative
Trending
F&B
•F&B Rev.
•Orc compared
to F&B Rev.
•Meeting Room
Rev.
•Banquet &
Catering Rev.
Channel
•3rd party bookings
TPI”s
•Web booking
Production
•GDS Reservations
•Channel Distribution
•Hotel Direct Bookings
Mkt Segmt
•Segmentation
Business Mix
STR
•RGI
•ARI
•MPI
•ADR
•Orc
•RevPAR
•Day STR
FCST/Rev. Mgt
•Rolling Best Flex Div.
•3 month rolling Rms
& Rev OTB
•Forecast deviation
•TRevPAR
Enhanced
Metrics
Current Data Currently Available by
Key Organizational Level
Data currently available but some key
organization levels are missing
Data currently not
available
Low
High
High
Channel
•CRO Reservations
Fcst/Rev.
Mgt.
•Pick ups
& Pace,
Groups &
Transient
Channel
•Regrets &
Denials by
Channel
•Non-
Opaque &
Opaque
Productivity
•ENER
•Customer
satisfaction
STR
•Trending STR
Core
Metrics
Advanced
Metrics
Productivity
•Room RevTPH
•GOPPAR
•ProfitPOR
•Room RevTPH
Fcst/Rev.Mgt.
•Lost PR
F&B
•RevPAF
•RevPASH
FCST/Rev. Mgt
•Total Rooms on
the books
•Sell out
Efficiency/full
house %
Metric Value Map
Prioritization
1st Phase
2nd Phase
3rd Phase
4th Phase
5th Phase
1st
2nd
3rd
4th
5th
Prioritization based on degree of metric complexity and progression.
27. Dashboard Wireframe - Guiding Principals
During the Analyze phase leading practice design principles were applied to develop a Room
Revenue Dashboard Wireframe, which consists of a Site Map and Navigational Prototype.
1. Understand the data…
• What decisions will be made with the data?
2. Guide the user…
• Provide gracefully transitions from summary to detail.
• Provide decision-making opportunities along the way.
3. Leverage highly parameterized views…
• Efficiently navigate to and through detail data.
• Be respectful of a user’s selection.
• Return only the data requested and not more.
AnalyzeMeasurePlan Improve
29
28. AnalyzeMeasurePlan Improve
30
Advancing IHG Revenue Management EffectivenessThe discipline of Revenue Management has evolved significantly over the past
3 years. Starting with maximizing demand and progressing to analyzing
business mix and effectively pricing for the optimal balance of RevPAR,
measured in RGI.
Traditional Revenue Management addresses these topics, but does not exploit
the ever increasing speed of economic cycles. When the economy began to
lag in late 2007 it took a considerable time to properly achieve an expectable
forecast accuracy that mirrored what was actually happening to demand.
As the economy is now turning positive, again the ability to quickly adjust to the
rise in demand needs to be effectively exploited. To advance Revenue
Management beyond a narrow room focus other correlating drivers must be
considered. These measures in most cases are foretelling of an organization’s
ability to optimize Revenue Management drivers. These correlative measures
include, Food and Beverage layered with overall Productivity and Profitability
are the next evolution.
IHG Revenue Management has an opportunity to advance its effectiveness by adopting the following:
Tracking a rolling 90 day trend against each appropriate KPI, allowing for faster reaction to economic shifts.
Categorizing Room Revenue KPI’s into 4 Strategic Business Drivers; Revenue, STR Index, Guest Satisfaction, Productivity.
Leveraging Guest Satisfaction scores as a driver of future demand and contributes to Revenue Management optimization.
Defining, forecast and measure productivity for revenue maximization. Forecasting Food & Beverage and Profitability are essential for IHG
Source: STR 2010
29. Brand Revenue STR Index Guest Satisfaction Productivity
IHG
+Holiday Inn
+Holiday Inn Express
+Crowne Plaza
+InterContinental
+Candlewood Suites
+Staybridge Suites
+Indigo
+Military
+Bass Hotels & Resorts
Room Revenue Performance – Dashboard Wireframe
Actuals Prior Year Forecast Budget
Property Type
Table View
Toggle from Graphical
to Numeric Values
Defaults to IHG Aggregate
Room Revenue
Updated based
on Brand
selection above
Select Financial Criteria
to be Graphed
Drill into
Category to
access
Productivity
Driver Detail
Actuals have
exceed variance to
Forecast tolerance
level
Geo Map
Toggle from Brand
to Geographic View
Drill into
Brands to
access
Revenue
Scorecard
Click on column
header for metric
definition
Drill into
Category to
access
Customer Sat
Driver Detail
Drill into
Category to
access STR
Index Driver
Detail
Drill into Category to
access Net Revenue
Driver Detail
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Date Range: Jan, 2010 Nov, 2010
Specify Date
Range for
Performance
Data
31
Default to
Aggregate
IHG, select
from
Management
Company,
Owned or
Franchised
Data View
Trending forecast
deviation of greater
than 5% of actuals
for past 3 mths
30. Brand Revenue STR Index Guest Satisfaction Productivity
IHG $7,125,000 95% 4.4 $13, 229
+Holiday Inn $1,500,000 96% 4.4 $9,785
+Holiday Inn Express $1,200,000 105% 4.3 $12,376
+Crowne Plaza $1,000,000 93% 4.5 $17,909
+InterContinental $1,000,000 113% 4.6 $20,677
+Candlewood Suites $750,000 90% 4.5 $10, 356
+Staybridge $650,000 102% 4.5 $11,154
+Indigo $500,000 115% 4.1 $14, 998
+ Military $475,000 98% 4.4 $12,345
+Bass Hotels & Resorts $50,000 91% 4.1 $16,445
Actuals Prior Year Forecast Budget
Defaults to IHG
Aggregate Room
Revenue
Updated based on
Brand selection above
Property Type
Graph View
Geo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Toggle from Numeric
to Graphical Values
Date Range: Jan, 2010 Nov, 2010
Specify Date
Range for
Performance
Data
Drill into
Brands to
access
Revenue
Scorecard
Room Revenue Performance – Dashboard Wireframe
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
Actuals have
exceed
variance to
Forecast
tolerance level
Trending
forecast
deviation of
greater than
5% of actuals
for past 3 mths
Select Financial Criteria
to be Graphed 32
Data View
Default to
Aggregate
IHG, select
from
Management
Company,
Owned or
Franchised
31. Brand Revenue STR Index Guest Satisfaction Productivity
IHG $7,125,000 95% 4.4 $13, 229
+Holiday Inn $1,500,000 96% 4.4 $9,785
+Holiday Inn Express $1,200,000 105% 4.3 $12,376
+Crowne Plaza $1,000,000 93% 4.5 $17,909
+InterContinental $1,000,000 113% 4.6 $20,677
+Candlewood Suites $750,000 90% 4.5 $10, 356
+Staybridge $650,000 102% 4.5 $11,154
+Indigo $500,000 115% 4.1 $14, 998
+ Military $475,000 98% 4.4 $12,345
+Bass Hotels & Resorts $50,000 91% 4.1 $16,445
Actuals Prior Year Forecast Budget
Property Type
Graph View
Geo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Toggle from Numeric
to Graphical Values
Default to
Aggregate
IHG, select
from
Management
Company,
Owned or
Franchised
Date Range: Jan, 2010 Nov, 2010
Specify Date
Range for
Performance
Data
Drill into
Brands to
access
Revenue
Scorecard
Room Revenue Performance – Dashboard Wireframe
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
33
Revenue Variance % STR Index Variance % Guest Satisfaction Variance % Productivity Variance %
Actual $1,500,000 96% 4.4 $9,785
Budget $1,600,000 $100,000 6.2% 100% 4 4.10% 4.9 0.50 11.30% $11,003 1218 12.40%
Forecast $1,450,000 $50,000 3.4% 99% 3 3.12% 4.8 0.40 9.00% $9,876 91 1%
Graph ViewHoliday Inn
32. Actuals Prior Year Forecast Budget
Defaults to IHG
Aggregate Room
Revenue
Updated based
on Region
selection above
Select Financial
Criteria to be
Graphed
Drill into Global
Region to
access Regional
Scorecard
Actuals have exceed
variance to Forecast
tolerance level
Property Type
Table View
Toggle from Graphical
to Numeric ValuesGeo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Default to
Aggregate IHG,
select from
Management
Company,
Owned or
Franchised
Date Range: Jan, 2010 Nov, 2010
Room Revenue Performance – Dashboard Wireframe
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
Trending forecast
deviation of greater
than 5% of actuals
for past 3 mths
34
33. Actuals Prior Year Forecast Budget
Defaults to IHG
Aggregate Room
Revenue
Updated based
on Region
selection above
Select Financial
Criteria to be
Graphed
Drill into Americas
Region to access
Territory
Scorecard
Actuals have exceed
variance to Forecast
tolerance level
Back to
Previous
Level View
Property Type
Table View Toggle from Graphical
to Numeric Values
Geo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Default to
Aggregate
IHG, select
from
Management
Company,
Owned or
Franchised
Date Range: Jan, 2010 Nov, 2010
Specify Date
Range for
Performance
Data
Room Revenue Performance – Dashboard Wireframe
Trending forecast
deviation of
greater than 5% of
actuals for past 3
mths
35
34. Actuals Prior Year Forecast Budget
Defaults to IHG
Aggregate Room
Revenue
Updated based
on Region
selection above
Select Financial
Criteria to be
Graphed
Drill into Americas
Region to access
Territories
Actuals have exceed
variance to Forecast
tolerance level
Back to
Previous
Level View
Property Type
Table View
Toggle
from
Graphical
to
Numeric
Values
Geo Map
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Toggle from Brand
to Geographic View
Default to
Aggregate IHG,
select from
Management
Company, Owned
or Franchised
Date Range: Jan, 2010 Nov, 2010
Room Revenue Performance – Dashboard Wireframe
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
Comparison
View Hotel
performance by
Region
Trending forecast
deviation of
greater than 5% of
actuals for past 3
mths
36
35. Back to
Previous
Level View
Property Type
Table View
Geo Map
Room Revenue Performance – Dashboard Wireframe
Holiday Inn Hotels NW
Region
Actual Budget Deviation
9,897,650 10,098,456 2%
Holiday Inn NWA 765,667 888,076 4%
Holiday Inn NWB 998,809 998,809 3%
Holiday Inn NWC 560,989 560,989 8%
Holiday Inn NWD 389,854 389,854 1%
Holiday Inn NWE 897,654 897,654 0%
Holiday Inn NWF 789,065 789,065 3%
Holiday Inn NWG 678,987 678,987 2%
Holiday Inn NWH 576,890 576,890 5%
Holiday Inn NWI 900,087 900,087 0%
Holiday Inn NWJ 576,869 576,869 1%
Holiday Inn SWK 876,700 876,700 2%
Holiday Inn Hotels SW
Region
Actual Budget Deviation
8,856,799 9,823,467 11%
Holiday Inn SWA 889,876 889,876 12%
Holiday Inn SWB 998,809 998,809 14%
Holiday Inn SWC 560,989 560,989 9%
Holiday Inn SWD 389,854 389,854 11%
Holiday Inn SWE 897,654 897,654 16%
Holiday Inn SWF 789,065 789,065 20%
Holiday Inn SWG 678,987 678,987 8%
Holiday Inn SWH 576,890 576,890 5%
Holiday Inn SWI 900,087 900,087 12%
Holiday Inn SWJ 576,869 576,869 15%
Holiday Inn SWK 876,700 876,700 9%
Holiday Inn Hotels NE
Region
Actual Budget Deviation
9,897,098 11,234,567 19%
Holiday Inn NEA 889,876 889,876 8%
Holiday Inn NEB 998,809 998,809 7%
Holiday Inn NEC 560,989 560,989 12%
Holiday Inn NED 389,854 389,854 23%
Holiday Inn NEE 897,654 897,654 23%
Holiday Inn NEF 789,065 789,065 21%
Holiday Inn NEG 678,987 678,987 19%
Holiday Inn NEH 576,890 576,890 17%
Holiday Inn NEI 900,087 900,087 13%
Holiday Inn NEJ 576,869 576,869 25%
Holiday Inn SWK 876,700 876,700 23%
Holiday Inn Hotels SE
Region
Actual Budget Deviation
7,889,999 9,988,661 22%
Holiday Inn SEA 889,876 889,876 24%
Holiday Inn SEB 998,809 998,809 22%
Holiday Inn SEC 560,989 560,989 12%
Holiday Inn SED 389,854 389,854 8%
Holiday Inn SEE 897,654 897,654 7%
Holiday Inn SEF 789,065 789,065 30%
Holiday Inn SEG 678,987 678,987 25%
Holiday Inn SEH 576,890 576,890 27%
Holiday Inn SEI 900,087 900,087 34%
Holiday Inn SWJ 576,869 576,869 10%
Holiday Inn SWK 876,700 876,700 20%
Toggle from Brand
to Geographic View
Revenue Performance Scorecard by Region
37
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
36. Actuals Prior Year Forecast Budget
Defaults to IHG
Aggregate Room
Revenue
Updated based
on Hotel
selection above
Select Financial
Criteria to be
Graphed
Drill into
property to
access Hotel
Scorecard
Actuals have exceed
variance to Forecast
tolerance level
Back to
Previous
Level View
Property Type
Default to Aggregate
IHG, select from
Management
Company or
Franchised
Table View
Toggle from Graphical
to Numeric Values
Geo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Room Revenue Performance – Dashboard Wireframe
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
Trending forecast
deviation of
greater than 5% of
actuals for past 3
mths
38
Date Range: Jan, 2010 Nov, 2010
37. Room Revenue Scorecard – Hotel Room Revenue
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo Map
Toggle from Brand
to Geographic View
Table View
Toggle from Graphical
to Numeric Values
Forecast Deviation
Sell Out Efficiency/Full House %
Rolling Best Flex Div.
3 Months Rolling Rooms & Rev OTB
Total Rooms on the Books
TrevPAR
Lost PR
Rubicon
3rd Party Booking TPI
Web Booking Production
GDS Reservations
Channel Distribution +PCR
Market Segmentation/Business Mix
CRO Bookings
Group Vs. Tentative
Opaque and Non-Opaque
Pace Group & Transient
Actuals Prior Year Forecast Budget
Defaults to IHG
Aggregate Room
Revenue
Updated based
on Region
selection above
Select Financial
Criteria to be
Graphed
Actuals have exceed variance
to Forecast tolerance level
Hotel
List of available
hotels
Trending forecast
deviation of
greater than 5% of
actuals for past 3
mths
39
Date Range: Jan, 2010 Nov, 2010
Specify Date Range for
Performance Data
38. Room Revenue Scorecard – Hotel Room Revenue
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo Map
Table View
Hotel
Business Mix
Business Mix 1st Qt Business Mix 2nd Qt
Business Owner:
Revenue Management 40
Holiday Inn - Fort Lauderdale Beach
Date Range: Jan, 2010 Nov, 2010
Click to drill into
Business Mix
chart to access
supporting data
Click to drill into
Business Mix
chart to access
supporting data
39. Room Revenue Scorecard – Hotel Room Revenue
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo Map
Toggle from Brand
to Geographic View
Forecast Deviation Hotel
List of available
hotels
0
2
4
6
8
Oct Nov Dec
Holiday Inn Fort Lauderdale Beach
Actuals
Forecast
Oct Nov Dec
Actual 350,000 420,000 250,000
Forecast 500,000 480,000 240,000
Deviation 150,000 60,000 10,000
Deviation % 30% 13% 4.10%
Trend Deviation 18%
Trend Threshold 6%
Table view of
trend data
Business
Ownership
Business Owner:
Revenue Management 41
Date Range: Jan, 2010 Nov, 2010
40. Room Revenue Scorecard – STR Index
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo View
Toggle from Brand
to Geographic View
RGI
ADR
Orc
MPI
ARI
RevPAR
Day STR
Table View
Hotel
List of available
hotels
Occupancy (%) ADR RevPAR /RGI
My Prop
Comp
Set Index My Prop Comp Set Index My Prop Comp Set Index Goal
Current
Month
21.4 30.1 71.1 107.62 115.81 92.9 23.05 34.89 66.1 98.0
3 Months 39.2 46.2 84.7 190.06 144.24 131.8 66.71 74.41 94.3 98.0
Running 12
Months
33.9 41.9 80.9 190.36 155.73 122.2 64.54 65.28 98.9 98.0
Business Owner:
Sales
42
53
153
May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Monthly IndexesDate Range: Jan, 2010 Nov, 2010
41. Room Revenue Scorecard – Guest Satisfaction
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo Map
Toggle from Brand
to Geographic View
Guest Satisfaction
OSAT
Drill into Category to
identify the “KPI
Owner” for follow up
action
Hotel
List of available
hotels
2010
Brand Organization Oct Nov Dec Trending Goal Variance
Staybridge Suites 4.7 4.7 4.7 4.7 4.8 0.1
Holiday Inn Express 4.6 4.6 4.6 4.6 4.4 0.2
Indigo 4.5 4.6 4.5 4.5 4.5 0
Holiday Inn Hotels 4.5 4.4 4.4 4.4 4.7 0.3
Crowne Plaza Hotels 4.4 4.4 4.4 4.4 4.4 0
Candlewood 4.2 4.2 4.2 4.1 4.1 0
Inter-Continental 4.2 4.2 4.1 4.1 4.2 0.1
Holiday Inn Hotels 4.4 4.3 4.3 4.3 4.3 0
Crowne Plaza Hotels 4.3 4.3 4.3 4.3 4.2 0.1
Candlewood 4.4 4.4 4.4 4.3 4.4 0.1
Inter-Continental 4.4 4.4 4.4 4.4 4.4 0
Business
Ownership
Business Owner:
Operations 43
Date Range: Jan, 2010 Nov, 2010
42. Room Revenue Scorecard – Guest Satisfaction
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo Map
Toggle from Brand
to Geographic View
Guest Satisfaction
Drill into Category to identify the “KPI
Owner” for follow up action Hotel
List of available
hotels
2010 Trending Goal Variance
Holiday Inn Hotels Oct Nov Dec
RETURN 4.5 4.4 4.4 4.4 4.7 0.3
BRAND_LOYALTY 4.2 4.2 4.3 4.3 4.2 .1
VALUE 4.2 4.2 4.2 4.2 4.1 .1
QUALITY_PRICE 3.8 3.8 3.9 3.8 3.8 .0
QUALITY_BRAND 4.1 4.0 4.1 4.2 4.1 1
SERVICE 3.8 3.8 3.8 3.8 3.8 .0
PHY_CONDITION 4.1 4.1 4.1 4.2 4.1 .1
LOCATION 4.0 4.0 4.0 4.0 4.0 .0
APPEAR_EXT 4.1 4.1 4.2 4.2 4.1 .1
APPEAR_INT 3.8 3.8 3.8 3.8 3.8 .0
UTD_APPEARANCE 3.9 3.8 3.9 3.8 3.9 .1
Business
Ownership
Business Owner:
Operations 44
Date Range: Jan, 2010 Nov, 2010
43. 0
5
10
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Holiday Inn - Fort Lauderdale Beach
Actuals
Forecast
Room Revenue Scorecard – Productivity
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo Map
GOPPAR
Room REVTPH
ENER
ProfitPAR
RevPAF
TrevPAR
RevPASH
Meeting Room Rev.
Occupancy compared to F&B Rev.
F&B Rev.
Actuals Prior Year Forecast Budget
Table View
Hotel
45
Gross Operating profit
per Available Room
Conference and
Banquet Revenue
Per Available Per
Square Ft.
Profit Per Available
Room
Enterprise Net
Revenue Per Night =
Channel, & PCR ADR,
Minus PCR
assessment, comm.
GDS & incentive fees
Room Revenue
Divided by Total
Available Rooms
Total Revenue Per
Available Room
F&B Revenue Per
Available Seat & Hour,
Per Outlet
Date Range: Jan, 2010 Nov, 2010
Actuals
Forecast
44. Room Revenue Scorecard – Productivity
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Date Range: Jan, 2010 Nov, 2010
Geo Map
Toggle from Brand
to Geographic View
Hotel
List of available
hotels
GOPPAR
Oct Nov Dec
Actual 9843 9601 7954
Budget 11990 12889 8234
Deviation 2147 3288 280
Deviation % 17% 25% 3%
Trend Deviation 17%
Trend Threshold 5%
Table view of
trend data
Business
Ownership
Business Owner:
Operations 46
48. 50
And bring
it to life
with a
detailed
plan
We will
differentiate
to drive
guest
satisfaction
and grow
share
And a
positioning
that will set
us apart
CAPTURING THE OPPORTUNITY
We
identified
a distinct
target
audience
We have
a strong
brand,
but trail
competitors
50. 52
52
HOW DO WE FRESHEN UP?
52
QUALITY
ONE STEP AHEAD
SERVICE TRAINING
GREEN ENGAGE
SLEEP ADVANTAGE
MEETINGS TOOLS
BRAND IDENTITY
Cure all open deficiencies
identified in your management
action plan
Implement i-Clean
Set up Green Engage*
Enroll and use MSTS
Complete Meetings Excellence
eLearning Training*
Implement high turnover items
Implement low turnover items
Implement refreshed bedding
program
Identify Service Training
Champion
Attend Champion’s Workshop
Attend Regional Champion’s
Workshop
Complete Leaders’ Workshop
54. 56
• Few days post Freshen Up consultation: Area Director sends post meeting recap letter to owner,
management company and GM to help set the expected path to cure and give helpful instructions on
using the MAP process.
• 30 Days Post Freshen Up: Letter sent to owner, management company and GM as to the progress on
their MAP, highlighting percentage of completion and any mislabeled cures customized by hotel, by
each Area Director
• 90 - 120 Days Post Freshen Up – Area Director revisits the property and does a walk through to check
on the follow up and quality of the data provided on the MAP, followed by a written report back to owner,
management company and GM
• 90 - 120 Days Post Freshen Up – If a property fails the QEM for Brand Standards, Cleanliness or Life
Safety a follow up QEM is performed and the above starts over until hotel passes, this will include a re-
inspection fee of $2,500
Crowne Plaza Refresh Follow Up Process
55. 57
• Win: At the half way mark, only one hotel has chosen to not Refresh, due to capital concerns
• Win: Due to the robust focus on the QEM and Brand standards during the Freshen Up visits, 42% of all
Crowne Plazas have failed their QEM, demonstrating how seriously we are taking this process with a
heavy emphasis on each hotel being more consistent within the Brand
• Win: The QEM’s have identified 5570 “deficiencies”, of these hotels have already cured almost 50% or
2713 “deficiencies”. A 90 Day follow up process ensures that the resolutions meet IHG and Brand
standards
• Win: On average each hotel has committed $432,651 in capital to become in line with the Freshen Up
process a substantial commitment
The Crowne Plaza Refresh Wins
66. Introduction – Opportunities &
Benefits
• Owners & IHG losing time and money via
delays
• Owners thinking IHG is costing them time &
money often it is their own Architects &
Designers
• Architecture, design firms need to
understand Brand identity, Brand standards
and learn IHG process
• Promote Brand Loyalty by educating design
providers on the difference in IHG Brands
and the Brand Vision
• Increase ROI for owners by building better
hotels
• Defining the submittal process to eliminate
35% of all project submittals
• Increasing our owners understanding and
perception of IHG
• Better expectations for Architects/Designers
to fulfill their obligation to get Plans approved
• Brand Immersion design meetings, are
standard practice in the industry and provide
a number of benefits that align with IHG’s
goals
68. Introduction – Opportunities & Benefits
• Guide owners toward a successful construction process by providing a list
of vetted design professionals
• The service providers list for owners will meet the minimum criteria
required of professional qualifications and uphold IHG standards
• The list is updated frequently to remain fresh (both additions and removals)
69. Qualifications Needed to Attend?
• Degree in Architecture or Interior Design - a minimum of 2 years of hotel design experience
• Non-degreed interior design professionals - a minimum of 5 consecutive years with established interior
design firm
• Must be able to provide full architectural or interior design services (in-house or contracted)
Must meet IHG and Brand requirements by;
• Following Brand Standards
• Correctly utilizing current Brand Hallmarks
• Following design direction of the Brand in use of design concepts,
materials, finishes and furniture
• Complying with submittal format requirements
• Completing required drawings, specifications and presentation
• materials within designated timelines
• Appropriately utilizing Brand Design Schemes (if applicable)
70. D&C Immersion Specifics
• Legal is engaged - Brand Standard is in consideration for the future - Program Specifications are written
• Tim Genovese is socializing with Owners
• Onetime application fee of $100 - covers only operational costs
• Immersion classes offered once a month
• Targeting 30 attendees at a time
• D&C will maintain and post the list of Architect & Designers who have been vetted through our process
• Attendees leave with binders of brand specific presentations and D&C process information
Members of the IHG Approved Designer and Architect List may be removed from the list by Design and Construction
for the following reasons:
Non-compliance with Brand Standards
Failure to follow D & C submittal procedures
Failure to follow IHG Design Guidelines resulting in more than one resubmittal
Substantially incomplete documentation in drawing and specification formats
Unethical or unprofessional behavior
Have not provided services on an IHG project within past three years
71. Sample Agenda - Preferred Class Size 30
DAY ONE
7:30 - 8:15 Continental Breakfast
8:15 - 8:30 Welcome and establishment of shared purpose
8:30 – 8:50 IHG Brand Family presentation
8:50-9:20 Brand Standards compliance
9:20-9:50 Brand Design and Website
9:50:-10:10 Break
10:10-12:00 Breakouts Architects – Discuss submittal procedures, schedules, project management,
guiding owners with Brand identity, general project issues and questions
Interior Designers – Working with Brand Design schemes vs custom, submittal procedures, working with
vendors, guiding owners with Brand Identify, general project issues and questions
Lunch
Brand Sessions - Attendees must attend any Brand sessions for projects they are currently approved
for to complete the immersion process
1:30 - 3:30 Holiday Inn, Holiday Inn & Suites, Holiday Inn Resort (ad hoc)
3:45 – 5:45 New Holiday Inn Express prototype - Holiday Inn Express & Suites
3:30 - 3:45 Break - All
1:30 - 3:30 Hotel Indigo
3:45 – 5:45 Crowne Plaza Hotels & Resorts
1:30 – 3:30 Candlewood Suites
3:45 - 5:45 Staybridge Suites
DAY TWO - Optional
9:00-11:00 Optional - Meetings with Plan Review Consultants
to discuss current projects
Attendee must contact their respective
consultant to schedule a meeting.
All Day Optional -Map provided of recommended IHG
hotels for self-guided tour
In the Atlanta area (Model room visits will be
subject to availability.)
72. Resources & Feedback
• Brand Overviews Per Brand –
1hour presentations
– Intros
– Current Brand perception
– Overview
– Key components
– Brand differentiation
• Brand Presenter Training/Dry
Run
• Model Rooms For Major Brands
73. Key Dates
• Tim Genovese socializing with the
Owners Association Std’s
Committee Now- Ongoing
• Dry Run Program Day (Internal
staff) - May 7th
• “Select Attendees” Pilot/Beta Test
– May 20th
• Monthly Presentations Start –
June 17th
74. • D&C Immersion is an industry standard – We are catching up
& improving
• Owners & IHG win with shorter time to complete projects
• Shorter projects saves money for Owners & IHG
• Your teams participation will make for a stronger program
• Presentations start monthly on June 17th
• Potential to “Mandate Standard” Once program is tested for
viability- need brand backing
• Potential use of a “Deal List” for approved
Architects/Designers to let them bid for business
Summary