MELIÁ HOTELS INTERNATIONAL, S.A. (la “Sociedad”), En .
MELIÁ HOTELS INTERNATIONAL, S.A. (la “Sociedad”), en cumplimiento delo establecido en el artículo 228 de la Ley del Mercado de Valores, pone enconocimiento de la Comisión Nacional del Mercado de Valores el siguiente:HECHO RELEVANTELa compañía comunica que hoy, 2 de junio de 2017, celebrará un “Analyst day”con los diferentes analistas bursátiles que dan cobertura a la Sociedad.Durante el acto se expondrán las presentaciones que se acompañan alpresente hecho relevante, copia de las cuales se pondrá a disposición a travésde la página web de la Sociedad (www.meliahotelsinternational.com).En Palma de Mallorca, a 2 de junio de 2017Meliá Hotels International, S.A.
Selective GrowthDevelopmentMaría ZarraluquiVP Global Development
Where are we now?Our HistoryWhere are we now?Growth strategy
Where are we now?Our HistoryWhere are we now?Growth strategy
Our HistoryWhere are we now?Growth strategy
Achievements of the last strategic planOur HistoryWhere are we now?Growth strategy
Our current growth viewGuarantee a quality growthwith key level partnersConsolidate our presencein key markets and strengthenthe internationalization of theCompany, promoting itsbrands awareness, its entityand the prestige of MeliáHotels InternationalSUSTAINABLEQUALITYSOLID FUTUREGROWTHGROWTHBALANCEPromote a sustainableEnsure a solid future balancegrowth in leisure & urban-between risk and incomeleisure destinations andgenerationconsolidate presence inurban destinationsOur HistoryWhere are we now?Growth strategy
Our current growth viewEMEA (22%)SPAIN (5%)SelectivegrowthStrengthen presencein major cities andbleisure destinationsAMERICA (15%)ASIA PACIFIC (34%)Resort leadership inthe CaribbeanCUBA (2%)MEDIT. (12%)CompetitiveopportunitiesRepositioning of SolbrandRepositioning ofresort assets inmature destinationsStrong growth andbrand consolidationBRAZIL (10%)Growth in urbanmarkets withbleisure componentDevelopment strategy regional distributionOur HistoryWhere are we now?Growth strategy
Our current growth view% for each brand of total sign-ups 2016 - 2018Selective positioningGrowth in most important cities andtourist destinations. Focus on first classproducts and locationsDouble global presenceFocus on cosmopolitan, trend-settingcities. Most important luxury lifestyleresort destinationsGlobalisation in resort destinationsPenetration of Asian marketIncrease of portfolio in the CaribbeanOur HistoryBenchmark urban brand with bleisurecomponentMain brand for first and second-tiercities. Balanced growth betweenmanagement and leasesNatural flagship brand for the GroupBalanced city and resort portfolio.Destinations with potential in theMICE segmentWhere are we now?Contractual commitmentGrowth throughfranchisesPositioning in SoutheastAsia and MexicoRelevant globalisation of the new brandConsolidation in major destinations inMediterranean and Southeast Asia.Targeting of Caribbean and emergingmarketsGrowth strategy
Where are we now?Our HistoryWhere are we now?Growth strategy
New signatures under the current strategyMore than 75% under management structureME SitgesInnsideParis CDGSol CostaAtlantisSol RealHolidaysAtalaya ParkMeliá ShangaiChuanshaInnsideAmsterdamMeliáPalma BayThe imperial BoatHouse Beach ResortKoh Samui931 new roomsin CubaMeliá HuraveeMeliá CamRahn BayParadisusPlaya MujeresInnside BogotáOur HistoryGran Meliá RioMeliáSerengetiMeliá LombokWhere are we now?InnsideBadungGrowth strategy
Portfolio evolutionHotels per contract 3%MANAGEMENTLEASEOur HistoryWhere are we now?Growth strategy
Portfolio evolutionHotels per 63%UPSCALEOur HistoryWhere are we now?Growth strategy
Portfolio evolutionHotels per L20%APAC26%MEDITER.23%31%EMEAEMEA5%BRAZILOur HistoryWhere are we now?Growth strategy
Where are we now?Our HistoryWhere are we now?Growth strategy
SUSTAINABLE GROWTH TO DEMONSTRATEOUR VACATIONAL EXPERTISEOur HistoryWhere are we now?Growth strategy
Export a successful model of mature assets repositioningSucces model: Repositioning Calviá Beach10 3500 190HOTELSROOMS MILL.Project of10 HotelsReconverted duringthe last yearsEstimatedinvestmentRoyal BeachMallorca BeachME MallorcaSol BarbadosSol BarbadosSol Mirlos TordosSol Palmanova MallorcaSol GuadalupeSol GuadalupeSol Magaluf ParkSol KatmandúSol Cala BlancaSol TrinidadSol Antillas BarbadosSol JamaicaOur HistorySol Wave House MallorcaWhere are we now?Sol Beach House MallorcaSol House Mallorca Mixed By Ibiza RocksMeliá Calviá Beach.Sol JamaicaGrowth strategy
Export a successful model of mature assets repositioningOther successful repositioning casesSol S’ArgamassaAfter the successof the Calviá Beachproject, during the lastyears the Company hascarried out otherrenovationsComplejo de Calas de MallorcaSol Aloha Costa del Sol 73Sol Príncipe Principito MILL.Sol Pinet PlayaSol MenorcaEstimatedinvestmentSol IbizaSol GavilanesME IbizaSol Calas de Mallorca.Sol House Aloha,Sol Príncipe.Sol House Ibiza Mixed By Ibiza Rocks.Sol Beach House Menorca.Sol Beach House Ibiza.Meliá Cala Galdana.After several repositioning and rebranding projects, Meliá Hotels International is able to transfer this Know How tothird parties in different areas and regions, turning "mature/traditional hotels" into more psychographic conceptswith renewed products in order to reinforce their profitabilityOur HistoryWhere are we now?Growth strategy
Export a successful model of mature assets repositioningOpportunity managementReposition ofmature assetsOpportunity to form allianceswith partners to managehotels that have completedtheir Real State cycleOur proven know-how inrepositioning allows us toexport it to third partiesOur HistoryOur leadership in leisurehotels makes us the firstoption for many investorsinterested in entering in thissegmentWhere are we now?Growth strategy
Export a successful model of mature assets repositioningOpportunity managementIn order to detect theopportunity, a strategicflow chart is created withthe main actions to capturepossible assets andreposition themOur History Market analysisand its potential Detection ofmature assets withpossibilities ofacquisition becauseof its obsolescence IndependenthotelsAdapt our knowhow in reposition toregional realities.Where are we now?Actions to raise awarenessand attract new partners: Road Shows Information campaigns/marketing for the newproduct and main KPI’s Transmission of MHIexperience with casestudies by brand, product,area, etc.Growth strategy
Export a successful model of mature assets repositioningDestinations with higher potential of repositioningAPAC Thailand Bali Philippines VietnamCENTRAL AMERICA PANAMÁ COSTA RICA Caribe Mexico Jamaica DominicanRepublic Cuba Mediterraneancoast Canary Islands Balkans South Italy GreeceEMEACARIBBEANOur HistoryWhere are we now?Growth strategy
Export a successful model in repositioning mature assetsRepositioning projects currently under analysisEUROPEAFRICA4 projects – 805 rooms19 projects – 5.125 roomsOur HistoryMIDDLE EASTSPAINMEDITERRANEANASIA10 projects – 2.109 rooms7 projects – 694 rooms5 projects – 1.055 rooms7 projects – 1.121 roomsWhere are we now?Growth strategy
“BLEISURE” focus in urban destinationsBleisure definition and differential factor in main cities72% of 600 US businesstravellers surveyed say theymake longer business trips byadding leisure items - 43% ofthem take their partner ontheir business trips.OrbitzOur HistoryFor manybusinesstravellers"bleisure" theconcept isalready alifestyleWhere are we now?43% ofinternationaltravellersalways carrytheir mobilework deviceswith themduring theirholidays orweekendgetawaysAt MHI, wehave adaptedto theBLEISUREtrend,evolving tooffer modernbusinesstravellers amoreinformal,modern, anddynamicexperience.Growth strategy
“BLEISURE” focus in urban destinationsAttributes of the MHI hotels adapted to the bleisure conceptROOFTOP BARKEY LOCATIONS TOCOMBINE BUSINESSAND LEISUREE-FITNESS24HSIGNATUREBATHROOMSLIFESTYLE URBANHOTELSUNLIMITEDBEVERAGES IN THEROOM AND WIFIOur HistoryTHE LOBBYSPACECREATIVE MICEWhere are we now?Growth strategy
BRANDS AS THE CENTER OF OUR STRATEGYOur HistoryWhere are we now?Growth strategy
Brands as the center of our strategyReplacement lever: Value of our brandsFrom a mature leisure concept To innovative concepts adapting to new clients and demand profilesBoost new brandsin booming marketswith a differentiatedproduct withoutcompetition and withthe same attributesIDENTITYDIFFERENTIATIONEXPERIENCESOur HistoryLEGENDARYWhere are we now?REALFRESHVIBRANTGrowth strategy
Brands as the center of our strategyReplacement lever: Value of our brandsThe effective repositioning isnot only due to a process of productrefurbishment, but also thanks to anintrinsic work of repositioning andupdate of our brands and theirattributes, as well as a process ofadaptation to obtain morepsychographic products to be ableto adapt to our potentialcustomers and markets.Our HistoryWhere are we now?Growth strategy
Enhance MHI’s Values 17th company worldwide by rooms with presencein 43 countries Largest hotel group in Spain Leading hotel company in LatAm & Caribbean Ambitious sales team with worldwide presence Focused on operating results, investment returns,profitability and asset maintenance Solid loyalty program and market recognition Born in the resort segment with the largestportfolio of resorts in the global room portfolio Corporate governance transparent andaccountableOur HistoryWhere are we now?Growth strategy
Enhance MHI’s Values Decades of experience in major tourist areas: theMediterranean, the Caribbean, Latin America andSoutheast Asia Know-how in opening and promoting newdestinations Alliances network and relationships with majorproducers of leisure business and preferentialagreements with key partners Steady REVPar growth in the last 6 years Strong management culture within the company Personal loyalty and long-term relationships Reporting results controlled by the ComisiónNacional del Mercado de Valores (CNMV)Our HistoryWhere are we now?Growth strategy
Proactive developmentsustainable, profitable and qualitativeOur HistoryWhere are we now?Growth strategy
Proactive developmentWhere are we going to grow?17 LOCATIONSVaradero, Aruba, San Juan,Bahamas, Jamaica,Samana, Punta Cana, LasTerrenas, St. Lucia, St. KittsUS Virgin is, British VirginIslands, Barbados,Curacao, Turks and Caicos,Antigua, Cayman is.CARIBEUSA19 COUNTRIES41 CITIESBarcelona, Berlin,Amsterdam, Nice,Mykonos, Paris,Dalmatia, Lisboa,etc.EUROPEAFRICAAgadir and MauricioMiami, New York, losAngeles y San FranciscoASIAMIDDLE EAST2 COUNTRIES4 CITIES3 States - 4 cities6 COUNTRIES20 CITIESJakarta, Bali,Phuket, Tokyo,ShanghaiI, etc.MALDIVES7 COUNTRIES3 CITIESDubai, Abu DhabiRiyadh, Jeddah, TehranIsfahan, Shiraz,TabrizKish Island, MascatKuwait,Doha,AmmanLATIN AMERICA6 COUNTRIES10 CITIESSEYCHELLESMAURITIUSPriority development areasOur HistoryWhere are we now?Growth strategy
Proactive developmentWith who? Sustainable growth via partners – Type of partners and contributorsOwnersSovereign FundsPrivate FundsREITSFinancial BankingFamily Consultants (Big 4)Financial consultantsOur HistoryWhere are we now?Local authoritiesSuppliersSmall consultantsOperatorsArchitectsLegal representativesGrowth strategy
Proactive developmentWith who? Sustainable growth via partnersINVESTORSFamily Offices(20%)owners (15%)Private funds (50DEVELOPERSBUSINESSLegal representatives(10%)Consultants (Big 4) (15%)DEVELOPERSdevelopers (5%)INVESTORSBanking: (5%)Family Offices:Owners: (15%)Private funds: (15%)OTHERSOperators (10%)Developers (20%)Architects (5%)OTHERSLocalauthorities(5%)Operators (5%)Small consultants(5%)SOTH EUROPENORTH EUROPEBUSINESSDEVELOPERSConsultants (Big 4)(9% )Financial consultants(1%)BUSINESSDevelopers andowners (50%)Legal representatives (2%)Consultants (Big 4) (5% )Financial consultants (2%)Investors 5%OTHERSLocal authorities(5%)Small consultants(30%)AMERICAOur HistoryINVESTORSFamily Offices: (10%)Private funds ( 10%)Sovereign funs (5%)DEVELOPERSDevelopers (60%)Architects ( 1%)OTHERSSmall consultants( 5%)BUSINESSLegal representatives(2%)Consultants (Big 4) (10%)Financial consultants(2%)OTHERSSmall consultants(15%)Suppliers :(2%)INVESTORSFamily Offices: (10%)Owners: (2%)Private funds: (2%)REITS: (2%)SOUTHEAST ASIANMIDDLE EAST / NORTH AFRICAWhere are we now?Growth strategy
Proactive developmentSutainable growth with selective partnersEXAMPLES OF SOME OF OUR CURRENT PARTNERSCurrent number of rooms in operation: 511Potential projects under discussion: 1.142Current number of rooms in operation: 430Current number of rooms in operation: 1.092Current number of rooms in operation: 2.869Current number of rooms in operation: 2.410Our HistoryWhere are we now?Growth strategy
Proactive developmentBrand Awareness & Promotional ActionsWe have increased our efforts for the proactive search of partners and projects, with the following actions:Media AppearancesNetworking actions: Clarity - Project PortfolioManagement (PPM) platform tomanage the portfolio of hotelsand leads so that the informationthen goes to the differentdepartments involved in thecompany such as preopening,operations, or owners’relationship in order to optimizeresources and time. Selection of DevelopmentDirectors with great knowledge ofthe sector and region to increasethe contacts networkOur HistoryParticipation ininternationalfairsWorking together with Marketingand Communication to align thedevelopment strategy with thepromotional material of thecompany and thus increase theawareness of different brands andMHI as a company, in specializedforumsGroup presentationsHI PartnersBank of AmericaUnionCommerzRealStarwoodTCC Landetc.Where are we now?Growth strategy
Proactive developmentBrand Awareness & promotional Actions:Participation in international fairsASIASOUTH EUROPEPresence in 7 fairs,and sponsors in MIPIMCannesNORTH EUROPEPresence in 4 key fairs,sponsoringEXPOREAL, AHC,IHIFOur HistoryMIDDLE EASTPresence in 12 fairs, ofwhich we sponsoriseCHIC, CHAT, HICAP,and THINCPresence in 12 fairs, ofwhich we sponsorisethe AHIC in DubaiAMERICAPresence in 7 fairs,sponsoring HOLA andCHICOSWhere are we now?Growth strategy
Proactive developmentBrand Awareness & promotional Actions – Media AppearancesIn addition to the marketing budget for the promotion of the company, from development we havecontributed in increasing the company visibility to improve the brand awareness and recognition ofMeliá Hotels International and its brands in the different key markets:Our HistoryWhere are we now?Growth strategy
Proactive developmentResources: High performance teamOrganizational chart development department 201711 Regional Directors2 Regional Managers1 VP2 PMO1 Global ExecutiveWestern & Central Europe DirectorNima DavoodzadehChina DirectorAmericas DirectorMiguel WangPablo GonzálezAmericas ManagerSouth & Eastern Europe DirectorEMEA Tryp DirectorJordi SanchisJosé Antonio Pérez YudiciMiddle East & North Africa DirectorNicolás ValleBenjamin OpplAmericas DevelopmentPatricia Marín3 South East Asia DirectorsGonzalo MacedaJohn AlarcónNancy NingTraineeGlobal DevelopmentExecutiveGemma RocabrunaPA to VPSamanta BentelBrazil DirectorRui Manuel OliveiraMaría ZarraluquiProject ManagerMarina CarrilloProject ManagerGlobal Development VPThere are also more than 40 intermediaries in different parts of the world who work as"Meliá Hotels International Ambassadors"Our HistoryWhere are we now?Global DevelopmentTraineesGrowth strategy
Development realitySuccess Ratio of Projects analysed from 2011Rejected42%INITIALANALYSIS(33%)Project Analysis2011-2015*LOI(12%)Project Analysis2016Final(6%)Signed(7%)Total Signatures135 Signatures1.598 Projects319 Projects / Year358 Projects*Strategic plan comprises 12-14Our HistoryWhere are we now?Growth strategy
Welcome to Infinite Vacations
Industry OverviewTIMESHARINGVACATION CLUBDISCOUNTS CLUBReal Estate productReal Estate productHotel productSale linked to the transmissionof an ownership titleSale associated to rights of useSale associated with the use ofdiscounted hotel rates, whetherfixed or variableBy selling all the availableintervals or shifts the domainon the property is lostRights supported by aninventory affected or depositedin a trustNo asset is affectedA community of owners (HOA)is created, that manages thepropertyConversion into points/optionsIt is not possible to recognizeincome at the time of sale, butduring the term of the contractLinked to a maintenance feeLinked to a maintenance feeNo maintenance feeHigh average prices (up to 31KUSD)Medium Average Prices(between 15K and 30K USD)Low average prices ( 15K orless)
Industry OverviewTIMESHARINGVACATION CLUBDISCOUNTS CLUBProduct: Weeks in a unit typeand season.Product: Package of pointsProduct: RatesValidity: PerpetuityValidity: 30 – 50 yearsValidity: 5-20 yearsPresence: USA.Presence: Mexico, CaribbeanPresence: Mexico, CaribbeanCompanies:Wyndham Vacation ClubHilton Grand Vacations Club.Marriott Vacation Club.Starwood Vacation Club.Westgate Resorts.Companies:Disney Vacation Club.Marriott Vacation Club.Starwood Vacation Club.WorldMark by Wyndham.Bluegreen Vacation C.Grupo Posadas (FAVC).Grupo Vidanta.Grupo Pueblo Bonito.Grupo Villa.Velas Resorts.Club Meliá (MVC & SMVC)Companies:Palace Resorts.Hard Rock Hotels.AM Resorts.Bahia Principe.Iberostar.Travel Smart Vacation C.Real Resorts.Grupo Posadas (Kivac)
SUMMARY OF OPERATIONSSpain10% 17%Club units per country820 Units40%MexicoSpainPuertoRico5% 8%DominicanRepublicMembers per country35.221 Members44%32%PuertoRicoMexico43%DominicanRepublic
How does Club Meliá work?PRODUCT DESCRIPTIONPRODUCT DESCRIPTION 50 years Buyer: 45% USA / 15% Mexico / 10% Spain Product: Unit Type Season Equivalent to "X"number of Points (Options Currency Melia) 27,035 Members Average rate 25,194.00 USD Annual MaintenanceOther discontinued sale products: Uses:-14 Home Resort (Club Units)Access to affiliated Hotels /”Resort andUrban Collection”Melia Rewards (MHI)Weeks Exchange with RCI MVC 30 years membership, 5,866 members, 70%USA, limited use to 5 Home resorts and RCI.Average rate 9,450.00 USD Destinations 5 years. Fixed rates for a certainnumber of nights. Hotel units. Preferential rate (Nomaintenance). Uses:12. Specific “Destinations”Properties. 2,084 Members. Average rate 5,131.00USD
What is Circle? It's a new Brand: Circle by Melia It's a new Resort: Circle at Paradisus Palma Real It's a new Vacation Club Offering A different Sales Model.
A new Brand : CIRCLE by Meliá
BRAND VISIONTo successfully redefinevacation ownership for themodern traveller.STRATEGIC BRAND IMPERATIVECircle builds long-lasting relationshipswith travel consumers through aflexible vacation programme thattreats them as the company’s mostvaluable customers.
BRAND IMPERATIVEPARENT BRAND PILLARSDISTINGUISHING BRAND FACTORSBRAND EXPRESSIONSStatement incorporating theUnique Selling Proposition forthe brand.The brand imperative is interpretedthrough the Meliá parent brand pillars.The brand distinguishing factor is the articulation ofthe Meliá parent brand pillars, reflecting both thedistinctive imperative behind Circle by Meliá as wellas the overarching Meliá brand.The Circle distinguishing factors then translate intospecific programs, behaviours and the service culture– the practical, guest-facing expressions of the Circleby Meliá brand.
BRAND IMPERATIVEPARENT BRAND PILLARSDISTINGUISHING BRAND FACTORSSERVICE VALUESStatement incorporating theUnique Selling Proposition forthe brand.The brand imperative is interpretedthrough the Meliá parent brand pillars.The brand distinguishing factor is the articulation ofthe Meliá parent brand pillars, reflecting both thedistinctive imperative behind Circle by Meliá as wellas the overarching Meliá brand.Underpinned by associate behaviours
The only vacation programme that appeals directly to modern travelrequirements by providing flexible access to the best experiencesavailable across an entire hotel company’s portfolio.USPA flexible,experiencedriven vacationprogrammeWHAT IT TAKES TO STAND OUTBrand-owned assets that no-one elsecan lay claim to.DIST ING UISHINGFACTO RSLifelong RelationshipsMost Valued MembersBeyond ExpectationsConstant RefinementWHAT IT TAKES TO BE COMPETITIVEThe quality control considerations that avacation programme needs in order tocompete to an international standard.HY GIENE FACTORSA lifestyle brandExquisite properties and destinationsStatus-driven membershipDifferentiated services from portfolioWHAT IT TAKES TO BE CONSIDEREDThe basics expectations that internationaltravellers require of all properties and brandsas standard.11
A new Resort : CIRCLE at Paradisus Palma Real
- 4 million square meters, owned since 20 years ago- Development of:- Golf course- Luxury golf villas- Apartments- Shopping center-- Over 2000 rooms distributed between:- Melia Caribe Tropical- Paradisus Palma Real- The Reserve at Palma Real13 Hectares of Undeveloped land will be known as “CIRCLE”- Circle is under construction as we speak, it will feature 432 luxurious and large suites.
A new Vacation Club Offering
How it worksWe sell option packages for up to 30-years
Membership tiersINFINITE BLUEINFINITE REDINFINITE BLACK42,000Opciones o menos43,000 / 87,000Opciones88,000Opciones o menos
How can we use the options?Maximum flexibility of usage At the home resort Circle at Paradisus Palma Real At the 23 affiliated all-inclusive hotels: Buying discounts to any hotel of MHI’s portfolio worldwide (3.000 options) Redeeming for MeliaRewards points Exchange options with partners (RCI)
How can we use the options?No restrictions of usage Use in the current year. Deposit for use in the following year. Anticipate Next Year Options. Future usage of options can be accelerated. No limit on the number of options that can be used in a year. Options from the current year may become points. Options do not expire, they can be always used.
A different Sales Model
New sales model Minimize complaints: The experience Take advantage of synergies with hotel Digitalization of the sales model
Digital transformation of the sales process Customer Identification Customer communication New sales material:– New Saleroom– Video Wall tour– Virtual Reality Lounge
Customer Identification:High Value CustomersData patterns on Guest/Members purchase behavior: Demographics, interests and lifestyle data Booking habits Loyalty guest behavior: Brands, stay history profile, etc. Social media data
Email & Retargeting invitation campaign
Digitalinvitation
RemarketingDisplay
FacebookSocialAds
Customer communication:CIRCLEBYMELIA.COM Web developing by ACCENTURE RESPONSIVE MEMBERS SECTION FOR EACH LEVEL. MELIAREWARDS INTEGRATION. WEBSPHERE CONTENT MANAGEMNTSYSTEM DIGITAL CAMAIGN ANALYTICS
Convert sales rooms into Circle Lounge
Sales Tour1. Welcome to he Circle 5’2. Trust wall 10’3. Experience the Circle 10’4. Be the Circle 20’5. Intervilla Visit 25’6. Be the Circle 20 7. Infinite Vacations8. FinishTour time: 90 minutesSpaces that the guest can use during the tour oranytime of the day. The time of the stay will beasLong as the client want.PrivéO loungeThe little Circle Lab
PARADISUS PALMA REAL
The worldtour
VR EXPERIENCELOUNGE
CREATE WANT
Sol S’Argamassa Complejo de Calas de Mallorca Sol Aloha Costa del Sol Sol Príncipe Principito Sol Pinet Playa Sol Menorca Sol Ibiza Sol Gavilanes ME Ibiza Sol Calas de Mallorca. Sol House Aloha, Sol Príncipe. Sol House Ibiza Mixed By Ibiza Rocks. Sol Beach House Menorca. Sol Beach H
26 HOTELS July/August 2014 www.hotelsmag.com HOTELS 2013 rank 2012 rank company n ame location rooms 2013 Hotels 2013 rooms 2012 Hotels 2012 51 49 Ascott Ltd. Singapore 23,000 208 22,719 176 52 — Vienna Hotels Shenzhen, China 22,591 135 — — 53 53 B&B Hotels Brest, France 22,294 294 21,000 265 54 52 Value Place Wichita, Kansas 22,210 186 21,221 178 55 59 Grupo de
Upscale & Luxury Hotels which have over 50% international business International leisure destinations with high FIT or GIT movement Hotels that primarily rely on transient segments Economy and midscale business hotels Suburban, small metro town properties "Drive-to" resorts Extended-stay hotels Drive-to .
United Kingdom, Japan and Iceland. The group currently owns a total of 41 hotels and resorts with 6,111 rooms under the Berjaya Hotels & Resorts brand, ANSA Hotels & Resorts brand, joint-ventures with other luxury hospitality brands, and acquisition of Icelandair Hotels. The group al
franchised hotels. IHG hotels are encouraged and supported to build greater levels of risk maturity, beyond mandated levels of safety (Brand Safety Standards), through access to a large range of guidance, tools and training resources available to all hotels via IHG's Global Risk online learning centre. Our team of global intelligence specialists
The Hotels-50K Dataset Hotels-50K consists of 1,027,871 images from 50,000 unique hotels around the world. Each of the images in the Hotels-50K dataset includes the following metadata: (1) ho-tel name (2) geographic location, and (3) hotel chain, or Other if the hotel property is not part of a major chain.
Swiss International Hotels & Resorts Operating Manual Page 6 1. INTRODUCTION Swiss International Hotels & Resorts is the upscale to upper upscale hotel collection of Swiss International Hospitality Commons (hereafter Swiss International). The present Operating Manual defines the unique signature elements, design standards, and service
The dual brand prototype promotes significant operating cost savings over two separate hotels thanks to reduced staffing and shared facilities. Plus, topline . MainStay Suites #F-3269. A copy of the Franchise Disclosure Document may be obtained through contacting Choice Hotels International at 1 Choice Hotels Circle, Suite 400, Rockville, MD .
Diagram reflects operating hotels and hotels in the development pipeline. Baywood Hotels Baywood is defined by focused vision, strong corporate values, disciplined . sales and marketing strategy. We believe that an effective strategy needs to be insightful, flexible and, above all, comprehensive if it .
