...2087 JUNE 15, 2007 CHEKITAN S. DEV LAURE MOUGEOT STROOCK Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Introduction For nearly 25 years, Rosewood Hotels & Resorts (Rosewood), a private hotel management company, sought to build a global reputation with iconic luxury hotels such as The Mansion on Turtle Creek in Dallas and The Carlyle in New York—trophy properties so distinctive, each could thrive on its own name, without any “corporate” identification (see Exhibit 1 for brand history). The Rosewood brand was muted, unmentioned in advertising, and known mainly to hotel professionals. However, in early 2004, to boost the company’s growth, John Scott, Rosewood’s new president and CEO, and Robert Boulogne, vice president of sales and marketing, were considering a new brand strategy. As Boulogne recalled: We thought the time was right to establish Rosewood as a true brand incorporated into the name of each hotel and prominently displayed in all communications for and at our properties. This would help provide us with a platform for encouraging guests who stay at one of our properties to stay at some of the others. But, they wondered how far they could push this branding strategy without undercutting the distinctiveness of each individually branded hotel. Company Profile and Background Headquartered in Dallas, Texas, Rosewood Hotels & Resorts, L.L.C, was a privately held company, established in 1979 by the Caroline Rose Hunt Trust...
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...2087 JUNE 15, 2007 CHEKITAN S. DEV LAURE MOUGEOT STROOCK Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Introduction For nearly 25 years, Rosewood Hotels & Resorts (Rosewood), a private hotel management company, sought to build a global reputation with iconic luxury hotels such as The Mansion on Turtle Creek in Dallas and The Carlyle in New York—trophy properties so distinctive, each could thrive on its own name, without any “corporate” identification (see Exhibit 1 for brand history). The Rosewood brand was muted, unmentioned in advertising, and known mainly to hotel professionals. However, in early 2004, to boost the company’s growth, John Scott, Rosewood’s new president and CEO, and Robert Boulogne, vice president of sales and marketing, were considering a new brand strategy. As Boulogne recalled: We thought the time was right to establish Rosewood as a true brand incorporated into the name of each hotel and prominently displayed in all communications for and at our properties. This would help provide us with a platform for encouraging guests who stay at one of our properties to stay at some of the others. But, they wondered how far they could push this branding strategy without undercutting the distinctiveness of each individually branded hotel. Company Profile and Background Headquartered in Dallas, Texas, Rosewood Hotels & Resorts, L.L.C, was a privately held company, established in 1979 by the Caroline...
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...Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Nature of Situation Rosewood Hotels and Resorts is a privately held hotel management company. Rosewood is the corporate entity behind many popular luxury hotels such as The Mansion on Turtle Creek and the Carlyle. Rosewood developed the luxury properties based on their concept of “A Sense of Place”. “A Sense of Place” incorporated the unique features-characteristics-culture of the location with the hotel to create a unique hotel at each location. In order to maintain the uniqueness of each individual hotel, Rosewood has kept the corporate company hidden from the boutique hotels. The strategy has allowed Rosewood to become a success and remain separate from some of their chain competitors. The differentiation of each hotel has created iconic hotels with no brand recognition amongst them. The following data demonstrates the importance of having brand loyalty in the luxury hotel business. 2003 report showed majority of customers did not know the Rosewood Brand. In 2004, John Scott, Rosewood President and CEO, and Robert Boulogne, vice president, were working to boost the growth and sales of the company. They looked to a competitor, AmanResorts, who had clientele that would seek out their hotels: Rosewood wanted to create the same clientele awareness. Rosewood was also collecting more data from their guests by using its central reservation system (CRS). The database is currently...
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...Analysis Rosewood Hotels and Resorts Summary This paper is expended according to the Rosewood Hotels & Restores Company, which established in 1979. This company promoted the Individual Brand Strategy when it was established. In early 2004, the new present and CEO, John Scott, and the vice president of sales and marketing, Robert Boulogne were considering to apply one new brand strategy named Corporate Brand Strategy in order to boost the company’s growth. In the first part of this paper, it gives the reasons why John Scott and Robert Boulogne wanted to promote the Corporate Brand Strategy. In the second part, it describes the advantages and disadvantages of the two brand strategies. And, the last part which is the most important part, there is a spreadsheet with lots of data, and from these data, John Scott and Robert Boulogne confirmed that the Corporate Brand Strategy is more effective for the Rosewood Hotels & Restores Company’s growth. Body of the Paper In this case, the protagonist is Rosewood Hotels & Restores, which is a hotel management company. In this company, there are 12 individual branded hotels and restores in different countries. In other words, Rosewood Hotels &Restores’ development strategy is individual/collection brand strategy. In early 2004, the top managers of Rosewood Hotels & Restores want to promote the company’s growth. Generally speaking, there are several popular growth strategies. Finding new customers, new markets...
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...Rosewood Hotels: Branding to Increase Customer Profitability and Lifetime Value Rosewood Hotels and Resorts have developed a reputation with a portfolio of luxury hotels. The company’s portfolio of properties adheres to Rosewood’s "Sense of Place" philosophy. This allows each hotel to produce a unique, one-of-a-kind property based on each individual property’s location. Rosewood prides itself on avoiding the corporate brand model or “canned and cookie cutter” approach within all its properties. Growth in the luxury hotel market has been on the decline. Unfortunately because of the individual branding of the different Rosewood Hotels, cross selling rates between Rosewood Hotels was lower in comparison to their corporate brand model competitors. Corporate branded hotels have seen a 10-15% cross property usage rate. Rosewood Hotels only has 5-10% cross property usage rate. In order improve upon the cross-property usage rate, Rosewood Hotels is considering changing their branding strategy to more of a unifying theme to bring more customers back to its hotels. However the Rosewood brand name is relatively unknown. By creating a corporate brand name across all of the properties, Rosewood would run the risk of losing the distinctiveness of each individual hotel. Ultimately, Rosewood Hotels has to make a decision to proceed with corporate branding or to continue emphasis on individual property brands. Recommendations: To offer the best recommendation as to which strategy...
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...exáÉÜàá M Branding to Increase Customer Profitability and Lifetime Value l the SIXers MM UI 2012 ROSEWOOD HOTELS & RESORTS (ROSEWOOD) is a private hotel management company . • operated a “collection” of individually branded unique hotels & resorts • Has global reputation with iconic luxury hotels eÉáxãÉÉw Facts 1979 • The Caroline Rose Hunt Trust Estate 1984 • Hotel Hana Maui, Hawaii eÉáxãÉÉw Facts HISTORY Properties Growth 25 20 15 10 5 0 25 13 6 12 10 6 0 8 5 1 2 4 1996 2003 eÉáxãÉÉw Facts ROSEWOOD BRAND “A Sense of Place” eÉáxãÉÉw Facts eÉáxãÉÉw Facts eÉáxãÉÉw Facts eÉáxãÉÉw Theory Building Brand Equity eÉáxãÉÉw Theory Aakers Brand Equity Model eÉáxãÉÉw Theory Calculating Customer Lifetime Value Customer lifetime value (CLV) describes the net present value of the stream of future profits expected over the customer’s lifetime purchases eÉáxãÉÉw Theory Branding Strategy eÉáxãÉÉw Analysis Pro’s and Con’s Individual Branding • Better CLTV • Collective Experience (duplicate standard) • Consistent Service • Encourage guest to use more than one properties • Better Brand Recognition • High customer loyalty (Rosewood Junkies) • Inconsistency in brand wide performance standard • • • • Increase Marketing Cost for re-branding Resistant from owner, guest, manager Guest feel alienate Bad Reputation may impact others eÉáxãÉÉw Analysis Revenue and Cost Analysis Without Rosewood Branding...
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...Case Study 2: Rosewood Hotels & Resorts Problem Definition Rosewood Hotels & Resorts, a private hotel management company, wants to build a global reputation with its iconic luxury hotels such as The Mansion on Turtle Creek in Dallas, Texas and The Carlyle in New York. These properties, among others, currently thrive on their own name and the marketing of it. They currently do not have any “corporate” association nor have they ever. Each of these properties is so distinct that there is very little that ties them together. In early 2004, John Scott, Rosewood’s president and CEO, and Robert Boulogne, vice president of sales and marketing, were considering ways to associate all of Rosewood’s properties together under one brand. They think that tying them together under one corporate umbrella would make it easier to encourage guests to stay at one of their other hotels. They believe that if guests knew that all of the Rosewood properties were owned by Rosewood and part of the Rosewood group that they would likely return to another Rosewood property and would help build brand loyalty. Putting all of these distinct properties, each with unique histories under one brand has become more difficult that originally thought. If these changes were to take place they will need to be done carefully so that each of the unique hotels didn’t lose value on its own brand. They must also be able to convince the current co-op owners that it’s a good idea. Currently they do not...
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...Phone# (310) 403-8271 Introduction Modern brands are a powerful force transcending the world’s borders, economies, and cultures. This course introduces the student to the global brand dynamic, and focuses on why a global brand is important, how to nurture and protect a global brand, global brand management, and the importance of the brand’s authenticity in the formation of the consumer’s brand trust and commitment. The students will draw on their oral and written presentation skills and will be highly involved in bringing the course material to life. Subject to availability, this course provides the opportunity for the student to apply course content to an assigned case/consulting client. Emphasis is placed on the practical application of branding concepts to global business. Prerequisites: MKTG 658 Marketing Management. Student Learning Outcomes Having successfully completed this course, students should at a minimum be able to: 1. Understand the nature, importance and context of a global brand strategy 2. Recognize that in many situations there is a range of alternatives which should be evaluated 3. Apply appropriate theoretical concepts, models, frameworks, tools and techniques which facilitate the development of global brand strategy 5. Analyze alternative approaches to developing a global brand strategy 6. Analyze the role of global...
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...these renowned institutions and publications: Babson College Business Enterprise Trust Business Expert Press Business Horizons Magazine California Management Review Darden School of Business Design Management Institute HEC Montréal Centre for Case Studies Ivey School of Business International Institute for Management Development (IMD) IESE Business School INSEAD John F. Kennedy School of Government Kellogg School of Management Perseus Books Princeton University Press Rotman Magazine Stanford Graduate School of Business Sloan Management Review Social Enterprise Knowledge Network Thunderbird School of Global Management Tsinghua University University of Hong Kong Customer service is available 8 am to 6 pm ET, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada) Tech support is available 8 am to 8 pm ET, Monday through Thursday, 8 am to 7 pm ET Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S. and Canada) Email: custserv@hbsp.harvard.edu Web: hbsp.harvard.edu C ASES Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions. New Cases ABICI The co-founder of an Italian bicycle manufacturer evaluates whether reducing...
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...Indian Institute of Management Bangalore Customer Relationship Management Faculty: Prof. G. Shainesh Term VI PGP (2008-09) 3 Credit Course Background – The primary purpose of any business is to win and keep customers. Its competitors also seek to do the same. Most successful firms have developed capabilities for attracting customers through their marketing programs. But they have shown mixed results when it comes to retaining these customers. Customer Relationship Management helps businesses in successfully implementing strategies aimed at winning and retaining customers profitably. It is also helping businesses shift from a short-term transaction based mode of operation in their interactions with customers to a long-term relationship mode. Objectives – The objective of this course is to help students understand the concept and practice of CRM derived from research and applications across businesses. These concepts and applications from real life case studies will help identify opportunities, which can be successfully implemented for long term profitability. Pedagogy – The teaching methodology will include a mix of lectures, discussions of pre-readings, presentations by practitioners, exercises and case analysis. The cases are integrative in nature but will also help develop an appreciation of specific elements of CRM. Group Project – Option 1 - Identify any organisation which is practicing some form of CRM. Start working with them to understand...
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...Indian Institute of Management Bangalore Customer Relationship Management Faculty: Prof. G. Shainesh Room C-103, Tel : 3334 Term IV PGP (2014-15) 3 Credit Course Background – Businesses aim to win and keep customers. Its competitors also seek to do the same. Most successful firms have developed capabilities for attracting customers through their marketing programs. But they have shown mixed results when it comes to retaining these customers. Customer Relationship Management helps businesses in successfully implementing strategies aimed at winning and retaining customers profitably. It is also helping businesses shift from a short-term transaction based mode of operation in their interactions with customers to a long-term relationship mode. Objectives – The objective of this course is to help students understand the concept and practice of CRM derived from research and applications across businesses. These concepts and applications from real life case studies will help identify opportunities, which can be successfully implemented for long term profitability. Pedagogy – The teaching methodology will include a mix of lectures, discussions, presentations by practitioners, videos, exercises and case analysis. The cases are integrative in nature but will also help develop an appreciation of specific elements of CRM. Each session will require preparation of assigned reading / case and active participation by students. A significant portion of the performance...
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...S O N SOUTH-W ES TE THO M RN MBA series in ’s Eco n o mi cs Managerial Economics A Problem Solving Approach Luke M. Froeb Vanderbilt University Brian T. McCann Purdue University Australia Brazil Canada Mexico Singapore Spain United Kingdom United States Managerial Economics: A Problem-Solving Approach Luke M. Froeb VP/Editorial Director: Jack W. Calhoun Editor-in-Chief: Alex von Rosenberg Sr. Acquisitions Editor: Mike Worls Sr. Content Project Manager: Cliff Kallemeyn Brian T. McCann Art Director: Michelle Kunkler Sr. First Print Buyer: Sandee Milewski Printer: West Group Eagan, MN Marketing Manager: Jennifer Garamy Marketing Coordinator: Courtney Wolstoncroft Technology Project Manager: Dana Cowden COPYRIGHT ª 2008 Thomson South-Western, a part of The Thomson Corporation. Thomson, the Star logo, and SouthWestern are trademarks used herein under license. Printed in the United States of America 1 2 3 4 5 09 08 07 06 ISBN-13: 978-0-324-35981-7 ISBN-10: 0-324-35981-0 ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution or information storage and retrieval systems, or in any other manner—without the written permission of the publisher. For permission to use material from this text or product, submit a request online at http://www.thomsonrights...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your...
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...Editorial, Business: Jack W. Calhoun Vice President/Editor-in-Chief: Joe Sabatino Acquisitions Editor: Michael Worls Developmental Editor: Jean Buttrom Associate Marketing Manager: Betty Jung Content Project Manager: Lindsay Bethoney Media Editor: Deepak Kumar © 2010, 2008 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Print Buyer: Sandee Milewski Production Service: Pre-Press PMG Library of Congress Control Number: 2009931116 Copyeditor: Nicole Schlutt ISBN-13: 978-1-439-07798-6 Compositor: Pre-Press PMG ISBN-10: 1-439-07798-3 Senior Art Director: Michelle Kunkler Internal Designer: Pre-Press PMG Cover Designer: Tin Box Studio Cover Image: Pawel Gaul/iStockphoto South-Western Cengage Learning 5191 Natorp Boulevard Mason, OH...
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...Marketing HOW TO SUCCESSFULLY PROMOTE EVENTS, FESTIVALS, CONVENTIONS, AND EXPOSITIONS Leonard H. Hoyle, CAE, CMP JOHN WILEY & SONS, INC. This book is printed on acid-free paper. Copyright © 2002 by John Wiley & Sons, Inc., New York. All rights reserved. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4744. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 605 Third Avenue, New York, NY 10158-0012, (212) 850-6011, fax (212) 850-6008, E-Mail:...
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