HAMA Sales & Marketing Efficiency Study Hospitality Asset Managers Association Agenda HAMA Sales and Marketing Efficiency Study Acquisition Costs—A Deeper Dive – Frank Camacho, white paper author Solutions in process – Industry, Brand, Hotel kalibri LABS. Confidential & Proprietary Information Booking Brands and Stay Brands kalibri LABS. Confidential & Proprietary Information HAMA Sample P&L Database 468 hotels from 2009-2012 Data elements – Total Sales and Marketing Spend – Commission Expense (retail only) – Total Revenue – Room Revenue – Number of rooms – Group/Transient split “Same store”—340 hotels kalibri LABS. Confidential & Proprietary Information Chain Scale Hotel Chain Scale Number of Hotels in Sample Luxury Upper Upscale Upscale Upper Midscale TOTAL 69 120 209 69 468 kalibri LABS. Confidential & Proprietary Information Management Type Management Type Number of Hotels in Sample Franchise/Mgt Company Brand Managed Owner Operated TOTAL 295 162 11 468 kalibri LABS. Confidential & Proprietary Information Location Type Location Type Number of Hotels in Sample Urban Suburban Resort Airport Interstate/Highway Small metro/town TOTAL 195 145 46 41 30 11 468 kalibri LABS. Confidential & Proprietary Information Size of Property Number of Guest Rooms Number of Hotels in Sample < 150 150-299 300-449 450-599 600+ TOTAL 193 149 73 23 30 468 kalibri LABS. Confidential & Proprietary Information Segmentation Dominant Business Type Number of Hotels in Sample Transient Group TOTAL 408 60 468 kalibri LABS. Confidential & Proprietary Information Partial Chain Representation Chain Number of Hotels in Sample Chain Number of Hotels in Sample Marriott 202 Fairmont 19 Hilton 92 Independent 13 Hyatt 36 Four Seasons 12 Starwood 28 Kimpton 11 IHG 23 Denihan 9 kalibri LABS. Confidential & Proprietary Information Commissions Rise at 2x the Rate of Revenue Growth (retail commissions only) 40% 35% 30% 15% Room Revenue Total Revenue Total S&M 10% Commissions 25% 20% Total Acq Costs 5% 0% 2009 2010 kalibri LABS. Confidential & Proprietary Information 2011 2012 Contribution to Operating Expenses and Profit Ranges—NYC 2012 Cost Type Low Contribution Commissions 80% Only Commissions + 70% Sales/Marketing Source: Kalibri Labs—NYC Prototype test kalibri LABS. Confidential & Proprietary Information © 2013 Kalibri Labs High Contribution 90% 80% HAMA White Paper: The Rising Costs of Customer Acquisition – Upper Upscale & Luxury Segments F Camacho Consulting 13 Topics • • • • • • • • Background Room Revenue and Acquisitions Costs – 2009-2012 Sources of Cost Growth Fee examples Growth by Category Comparison to Franchised properties Growth Varying by Brand Recommendations 14 Background and Approach • During economic recovery costs typically rise at a slower pace than revenues – concerns this wasn’t happening • Analyzed P&L for 6 properties in detail over a 4 year period • Developed framework to examine costs of customer acquisition • Started with 468 U.S. and Canadian properties in the Kalibri database representing over $7 billion in revenue • Focused on 104 upper upscale and luxury, managed properties with brand affiliations 15 Finding 1: Flow Through Was Not Improving Customer Acquisition Costs Rose Almost 23% 16 Acquisition Costs Can Be Driven Centrally or By Local Decisions • Acquisition costs divided into five categories, two external and three internal: • External costs: – Brand allocations – including those for Brand marketing, advertising, promotions, national and global sales offices, and loyalty programs. – Third party commissions – both transient/travel agent and group • Internal/Property Costs: – Local/property marketing and sales programs – Local/property marketing and sales staffing and related expenses – Other local expense including reservations 17 External Fees Related to Customer Acquisition Vary in Type and Amount By Brand Charge Categories Fairmont Four Seasons Intercontinental Marriott Ritz Carlton Westin Reservations Brand/CRO Outside/GDS x x x (included above) x x x x x x x x x x x x x x x x x x Marketing Marketing Fee Performance/Online Marketing Ad Co-op/Cluster Loyalty Program FT/Transient Group/TA some x x x x x x x x x x x x x x x x x x x x x x x Sales GSO/NSO Cluster/Region Referral Programs (in Brand) (in Brand) x Commissions Transient TA Group x x x x x x x x 18 Finding #2: External Costs Grew 54% Faster 37% for brand allocations and 34% for retail commissions 19 Finding #3: Local Marketing & Sales Budgets were held down 20 Franchised Properties Saw Even Greater Increases in Third Party Commissions 21 Finding #4: Rising External Costs Further Tilt the Balance of Spending 2009 Acquisition Costs: $348MM 2012 Acquisition Costs: $424MM 49% 22 Finding #5: Total Acquisition & Retention Costs Vary Widely By Brand 23 Third Party Commissions Account For Much of the Variance in Acquisition Costs • • • • Third parties can contribute to revenue growth However, don’t drive revenue increase as fast as costs growth Different brands approach them quite differently Three brands grew revenue faster than commission expense 24 Finding #6: For the top 10 Brands included in this study, Commission Growth ranged from 10% to 72% 3 Brands Grew Revenue Faster than Commissions 25 Conclusions 1. 2. 3. 4. 5. 6. Customer acquisition costs should be a major discussion item between Owners and Brands. If Brands become less able to deliver “uncommissioned” revenue, they have a lower economic value While costs have been offset by reductions in local spending, owners shouldn’t allow local Sales and Marketing to be crippled In new management agreements, customer acquisition costs must be clearly stated and ownership has the right to approve incremental fees Tracking the costs of customer acquisition should be an ongoing focus for every property Luxury and Upper Upscale segments were studied, but all segments should be concerned 26 Sales and Marketing Spend Declining in Efficiency HAMA Study Metrics* Net RevPAR Revenue – (Commissions + Total Sales and Marketing)/available rooms Net Sales and Marketing Efficiency How much net revenue is generated for every $1 spent in sales and marketing? Revenue - Commissions Total Sales and Marketing * ~500 hotels; P&L data only; retail commissions only kalibri LABS. Confidential & Proprietary Information Net Sales and Marketing Efficiency $10.00 $9.00 $8.79 $8.83 $8.85 $8.87 $7.94 $8.00 $8.09 $8.31 $7.95 $7.79 $8.08 $7.80 $7.64 $6.92 $6.92 $6.90 $7.00 $5.96 $6.00 2009 $5.00 2010 $4.00 2011 $3.00 2012 $2.00 $1.00 $- Luxury Upper Upscale kalibri LABS. Confidential & Proprietary Information Upscale Upper Midscale Notable Highlights Branded luxury hotels were more efficient in sales and marketing spend than the branded upper upscale However, independent and small chains outperformed branded luxury hotels in sales/marketing efficiency Luxury hotels were 11% better in S&M Efficiency than the Upper Upscale, but with a 100% premium in ADR and revPAR that was a surprisingly narrow margin; they were 18% more efficient in sales and marketing efficiency when total revenue was considered Commissions in upscale hotels grew more quickly than other chain scales between 2009 and 2012 but it was a close contest Group hotels held steady in S&M efficiency from 2009-12 and were 9% more efficient than transient hotels (based on total rev); transient were more 19% more efficient on rm rev; transient declined over time largely due to the steep rise in commissions. kalibri LABS. Confidential & Proprietary Information Solutions: Industry, Brand and Hotel Hospitality Asset Managers Association Measure and Manage Major brands have agreed to share data to create these metrics for brand, hotel and industry use Change the metrics to evaluate hotel performance each month; if you want Net Revenue, then reward on Net Revenue – Contribution to profit – Net RevPAR – Net Sales and Marketing Efficiency kalibri LABS. Confidential & Proprietary Information Contribution by Channel Commissions and Transaction Fees Erode the Revenue that Flows Through to Profit COPE: 85.7% kalibri LABS. Confidential & Proprietary Information © 2013 Kalibri Labs kalibri LABS. Confidential & Proprietary Information HAMA Sales & Marketing Efficiency Study Questions?