Relaunching Hotel Brands

• 分析与建模 - 预测分析
• 分析与建模 - 实时分析

• 商业运营
• 销售与市场营销

• 数据科学服务
• 系统集成

Management was concerned that a popular but aging brand’s financial performance was on the decline. The target guest segment’s perceptions of the brand were not aligned with the brand’s aspirations, and management believed that an inconsistent guest experience was damaging the brand’s preference and performance. As this concern grew, management developed a strategy to relaunch the brand, which included significant investments in renovated lobbies and other visible features, as well as retraining hotel staff to achieve a high quality guest experience. However, management’s early attempts to quantify the impact of these expensive changes produced inconclusive results and led to disagreement among decision makers.

The company is a global hotel company that franchises several brands across thousands of hotels. It is one of the largest hotel chains in the world, offering a wide range of accommodations from budget to luxury. The company aims to provide high-quality guest experiences and maintain strong brand loyalty among its diverse customer base. With a significant presence in multiple countries, the company continuously seeks to innovate and improve its services to stay competitive in the hospitality industry.

By working with APT’s Test & Learn technology, hotel management compared each post-launch hotel with a carefully matched set of pre-launch hotels in order to isolate the lift from the relaunch strategy. In addition, management measured the impact on RevPAR and ROI, as well as the lift in guest satisfaction from individual elements of the brand offering (e.g. employee training). Hotel management reevaluated the specific components of the relaunch, especially the elements requiring capital investment, to improve its preference among its target segments and to optimize RevPAR, NOI, and ROI for the company and its franchisees. Management and franchisees continued the relaunch program while working with APT to carefully monitor its results. As more and more hotels demonstrated attractive ROI, the credible positive results motivated increased franchisee participation, and the implementations were expanded and accelerated. Ongoing monitoring of the relaunch showed sustained improvements in financial performance, customer satisfaction, and other key performance metrics. As the effort achieved sufficient scale, the hotel chain launched a multi-market advertising and marketing campaign to motivate trial and increase loyalty among target guests. Continued measurements confirmed the investment’s positive results.

• Management continues to rely on APT’s Test & Learn solution to identify components of the program to be undertaken at each hotel given each location’s unique characteristics.
• The organization’s decision to expand this offering and successfully generate momentum has produced many tens of millions of dollars in net present value for franchisees.
• Ongoing monitoring of the relaunch showed sustained improvements in financial performance, customer satisfaction, and other key performance metrics.

• Generated tens of millions of dollars in net present value to hotel franchisees.