Carlson Hotline Online April 2015

Online

APRIL 2015 | The Conference Issue Volume 2 | ISSUE 2

Connecting to Win A road map grounded in integrity and innovationpage 2

Americas’ Team on the RiseThe 2015 conference marks another strong year page 6

Optimism in Asia Pacific Laying the groundwork for further growth page 24

02 | The Conference Issue

THOUGHT LEADERSHIP

Hotline Online | 03

Connecting to WinWhere are we going? How are we going to get there? David Berg, chief operating officer, Carlson, shares a road map grounded in integrity and innovation.

By David BergChief Operating Officer, Carlson

ONNECT TO WIN. That simple phrase is much more than the theme of our successful 2015 Asia

Pacific and Americas Business Conferences. It is part of our philosophy for success.

We are in the relationship business. We have to connect with our owners, franchisees, suppliers, colleagues and guests, and, in every interaction, there is one word that governs everything: integrity. I am proud to work for a company and be in a culture where that one word has such power and guides our conduct. It is an integral part of our Carlson Credo: Whatever you do, do with integrity.

At Carlson, our foundation starts with our Credo, and our journey, our roadmap, is directed by Vision 20/20 and its four pillars: • Developing talent. • Creating a culture of collaboration and innovation. • Being the bright spot for our customers. • Delivering great results.

As I celebrate my first year with Carlson Rezidor, I am more convinced about the power of our Credo, our commitment to act with integrity and the strength of our relationships. We want to be our customers’ first choice, the company that people want to work with, grow with, prosper with and have a lasting relationship with.

I am also convinced about the power of our team, and the acronym that I’ve shared. Together, Everyone Achieves More. Together, we have produced some remarkable results.THE RESULTSIn 2014, Carlson Rezidor’s system-wide revenue was $7.8 billion, an increase of 4.1 percent over 2013. It was a solid year for development, with quality signings

across the globe that included 42 hotels in the Americas, 33 in EMEA and nine in Asia Pacific. That’s 84 hotels and 13,500 rooms!

Our global development is robust with 612 hotels in oper-ation in the Americas, 378 in EMEA and 102 in Asia Pacific. And there is more great news! Our pipeline is strong, with 63 hotels in development in the Americas, 119 in EMEA

and 90 in Asia Pacific. Those are impressive results, and show how hard our team is working.

The hotel industry overall is seeing similar growth. In the Americas, pipeline growth was up 20 percent over the prior year. In Asia Pacific, growth was up 23 percent, and in EMEA, 9 percent.

But growth is only part of the picture. We must ensure that we keep our brands fresh and relevant. In 2014, we continued our aggressive renovation of our portfolio in the Americas. Together with our partners, we invested more

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“We want to be our customers’ first choice, the company that people want to work with, grow with, prosper with and have a lasting relationship with.”


THOUGHT LEADERSHIP

than $600 million, and our investment and hard work has paid off.

Collaboration and innovation is critical pillar in Vision 20/20. In 2014, we introduced two new global brands: Radisson Red, our lifestyle-select brand, and Quorvus Collection, a curated collection of luxury hotels that celebrate the local culture.

Radisson Red’s contemporary, purpose-driven design focus, will convey an eclectic, modern look and feel. The brand is relevant and appeals to the growing segment of millennial-minded travelers. And its compelling value prop-osition appeals to hotel owners and investors. We have set a global target of 60 Radisson Red hotels by 2020, and we have already signed the Radisson Red Shenyang Hunan in northeast China, which is expected to open in 2016.

Opportunities and optimism! Those are the two words that reflect what lies ahead. We have new hotels, upgraded products and innovations that make the guest experience better, but we have another secret weapon: OUR TEAM. Our people provide bright spots for our guests every day. Those bright spots make the difference. UNLEASHING THE POWER OF OUR PEOPLENearly 30 years ago, we made a strategic decision to invest in our service philosophy and launched our guest service training, well before the competition focused on customer care. Back then, there were no smart phones, no Internet, no social media to help us connect with guests. The connection was person-to-person, face-to-face, 1 on 1. Our service philosophy focused on that. As time passed, training evolved to meet the changing needs of our customers. We know the way we connect makes us different.

We are unleashing the power of the individual, and each person’s personal presence. This innovative approach invites our employees to bring their unique experiences, talents and personalities to work every day to create that personal connection with our guests. We do not want interactions with guests to be “by the book”. Guests want an authentic and meaningful CONNECTION. When we make this real connection, we earn their loyalty and their business.

We need to be genuine, authentic and personalized: people empowered to make decisions to improve the guest experience. Developing our talent and empowering our people will drive success. That is how we make lasting impressions.

Throughout our business conferences, we celebrated the bright spots that differentiate us – the remarkable things our employees and our hotels are doing for our guests, our communities and each other. You can read more about them in this issue of Hotline Online. I hope they will inspire you as much as they inspired me.

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Last year, Carlson Rezidor drove solid growth during a robust year for the hotel industry.

System-wide revenues were up to $7.8 billion. The company has a strong pipeline, with more

than 270 hotels in development, while the industry pipeline overall grew 20 percent, 9 percent

and 23 percent in the Americas, Europe, Middle East & Africa (EMEA), and Asia Pacific,

respectively. Carlson Rezidor also signed 84 hotels in quality locations around the world, and the

company has nearly 1,100 hotels in operation. In addition, Carlson Rezidor continued its port-

folio renovation in the Americas, where it and its partners have invested more than $600 million.

SYSTEM-WIDE SALES

PIPELINE

42AMERICAS

33EMEA

9ASIAPAC

+

+

IN OPERATIONSIGNINGS

612AMERICAS

378EMEA

102ASIAPAC

+

+

$7.8BILLION

63AMERICAS

119EMEA

90ASIAPAC

+

+

AMERICAS GROWTH

+20%EMEA

GROWTH

+9%ASIAPAC GROWTH

+23%

84TOTAL

HOTELS

13.5KTOTAL

ROOMS

4.1%INCREASE

YOY

$600MILLION

INVESTED

1.1KTOTAL

HOTELS

272TOTAL

HOTELS

2014 YEAR IN REVIEW

2014 industry wide pipeline growth


AMERICAS OVERVIEW

Winning WaysBuilding on 2014’s momentum, Carlson Rezidor Hotel Group, Americas, is driving growth and quality as it positions itself for future success.

renovations in the recent years. Today, the product is consistent, and this is reflected in the brand’s performance in guest satisfaction metrics and Net Promoter Scores.

Carlson Rezidor continues to have a strong presence in Latin America, and regained full control of the Radisson brand in the region, which will drive greater growth. Last year, Carlson Rezidor opened hotels in Bogota, Cartagena, Puerto Varas, Rio de Janeiro and Santiago de Chile. This year, the company anticipates multiple openings across our brands in Bolivia, Brazil, Chile, Colombia, Ecuador, Dominican Republic and Peru.

Radisson Blu performance is exceeding expectations and the hotels’ performance reflect the power of the Carlson Rezidor systems and tools. “We will be introducing the Radisson Blu brand in Latin America and look forward to an exciting announcement on the first few properties within the first half of this year,” said Rosenberg.

The company’s commitment is to continue to invest in improving its tools and systems, to drive brand awareness and brand performance, and to remain connected to its customers. Rosenberg also stressed the importance of rate, explaining, “Across all our brands, Average Daily Rate (ADR) is still an area of opportunity. Eighty percent of RevPAR growth will come from rate.”

onnect to Win was the theme of the 2015 Americas Business Conference, and Javier Rosenberg, chief operating officer, Amer-

icas, Carlson Rezidor Hotel Group, shared some of the region’s big wins, including the strong momentum in development and brand performance.

“We have been opening an average of one hotel a week since December 1,” he told conference participants. “Country Inns & Suites growth numbers have been driven by the great interest in the G4 product, which is proving to be successful and desired by our customers and the development commu-nity. We also signed new hotels in key destinations such as Anaheim, at JFK Airport and Niagara Falls, among others.”

Rosenberg highlighted the impressive turnaround of Radisson, which included doubling signings year-over-year, meeting brand renovation goals and adding new destinations, including Baltimore North, Dallas, Phoenix, Fresno and New Orleans Airport and in Canada. Radisson is now one of the freshest brands in America, thanks to the more than $600 million spent on

By Deborah M. BernsteinDirector, Corporate Communications, Carlson

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Hotline Online | 07

EVERYONE IS A REVENUE GENERATORRosenberg also explained how revenue generation has evolved. In the past, there was one revenue manager, who was a master of spreadsheets and a guru of data points. Today, that is not enough, he said. While data is important, decisions are not being made on rate. Content plays a key role in travel decisions.

“More than ever, the booker is looking at many different interaction points before making a decision and that is where everyone in your hotel is in revenue generation,” Rosenberg explained. “It is the social media reviews, and the activity and participation in that space. It is the photos and media available of your property. Cornell recently completed a test using eye tracking software and, 100 percent of the time, the short listing decisions were based on photos—photos on your site as well as those on social media.”

Rosenberg also stressed the importance of intermediaries. Distribu- tion and sourcing are evolving, he said, and third party sourcing agents have emerged.

“If we look at corporate travel, the buy decision is in the hands of the traveler,” he said. “Online booking tools have replaced agent-influenced decisions, but to even get to that traveler, you need to get into the request for proposal. That is the requirement to just get to the game.”

Rosenberg said it’s about the power of connections and loyalty. “There has been a lot of discussion with regards to what loyalty means

and whether it is about REWARDS (transactional) versus LOYALTY (rela-tionship),” he said. “I personally think it is a combination of both. Loyalty is clearly tied to engagement, engagement is tied into advocacy and advocacy becomes behavior, and that is what we are after! We want to create the behavior of our guests staying with us. Loyalty is about guests feeling disap-pointed if they can’t stay with you!”

According to J.D. Power, a highly committed guest will repurchase 71 percent of the time versus 19 percent for a medium-committed guest and 3 percent for a low! Business Traveler reports that more than 50 percent of guests will choose loyalty over price, which is why it is so crucial to connect.

“Each one of you play an important role in your properties and in this organization,” he said. “We are all connected—connected to guests, our teams, key accounts and customers. Let’s connect to win.”

“Across all of our brands, Average Daily Rate is still an area of opportunity. Eighty percent of RevPAR growth will come from rate.”

2014 HIGHLIGHTS

In the Americas, renovations to the Radisson portfolio and interest

in the Country Inns & Suites By Carlson G4 product are leading to

revenue, development and guest satisfaction growth for the brands.

Thanks to Carlson Rezidor’s brands, tools and systems the company continued its growth last year.

+8.6%RevPAR

+1.6RGI

+1.67NPS

+6.8%RevPAR

52.08NPS

4.08Revinate

On the SceneDuring Carlson Rezidor Hotel Group’s 2015 Business Conferences in the Americas and in Asia Pacific, attendees celebrated success and set the direction for the year ahead.


RADISSON AMERICAS

Carlson Rezidor’s Radisson: A Brand with Star PowerRadisson had a strong year in 2014 and things look even brighter for 2015, thanks to improved hotels, a strong pipeline and the brand’s focus on its people. To keep that forward momentum, the message is drive rate.

Hotline Online | 11

ompany founder Curt Carlson said, “A company, like any other living organism, must not only grow, it must be

able to adapt to its changing environment if it wishes to survive and prosper.” For the Radisson brand, those adaptations have included a revitalization, product improvement and an aggres-sive development program. It’s a fresh new Radisson!

In 2014, Radisson signed 22 hotels and opened 12. Property improvements continued as owners upgraded existing hotels. Since 2010, more than $600 million was spent to upgrade properties.

The exciting changes made 2014 a year to remember and celebrate. RevPAR jumped 8.3 percent, and the brand’s Revenue Generation Index (RGI) rose 1.6. Radis-son’s Guest Satisfaction Index (GSI) score of 8.39 and Net Promoter Score (NPS) of 39.61 reflected increases of +.02 and +1.67, respectively.

“It was a fantastic year,” said Susan Mason, vice presi-dent, Operations, Managed Services. “We expect 2015 to be even stronger, mostly driven by rate.”

Pushing rate was the resounding message from speakers

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RADISSON AMERICAS

in Sales, Branding and Commercial Operations. Radisson showed impres-sive growth and outpaced competitors in 10 out of 12 months. While that’s impressive, Radisson’s growth was primarily fueled by occupancy while the competition’s growth was fueled by rate.

“Don’t be afraid of driving rate,” said Rich Flores, vice president, Brand Marketing, Radisson and Radisson Red, who shared some of the exciting ways his department is helping with that goal through consumer campaigns, e-Commerce, social media and Club Carlson. Online marketing efforts drove a 12:1 return on investment in 2014, a 12 percent increase over the prior year. The brand also saw a solid, 2 percent increase in conversion on Radisson.com.BUILDING BRAND AWARENESSIn 2014, the Radisson Stay for Life consumer campaign helped expand the brand’s reach and awareness and gave a winner a free “stay for life” with Radisson. More than 50,000 consumers signed up. An associated social media campaign on Instagram and Pinterest drove additional exposure. The six-week campaign transformed the face of Radisson’s social media pages with more than 4,000 consumer-generated images and countless tweets, posts, hash tags, shares, likes and fans.

Social media will continue to play an important role in the brand’s plans because, as Flores explained, “73 percent of consumers are LIKELY to buy from a brand that responds on social media; 40 percent expect a response within a few hours!”

A strong, results-driven e-Commerce strategy is at the heart of the 2015 marketing plan. This will include delivering revenue to Radisson.com through mobile click-to-call and retargeting display campaigns, as well as meta-search sites such as Trip Advisor, Kayak and Trivago.

“Building on our consumer success from last year, our marketing strate-gies and initiatives are aimed at expanding our consumer reach, strength-ening our brand’s engagement, acquiring new guest and building brand awareness,” said Flores, who announced an exclusive hotel partnership with Tough Mudder, a 12-mile obstacle course testing strength, stamina, team work and mental toughness. There will be over 30 Tough Mudder events in 2015. “Sixty-two percent of Tough Mudder participants are under the age of 40. Our partnership gives us access to over 4.2 million social media fans, and the newly branded RADISSON – #YES I CAN is the most photographed and videotaped obstacle.”

Business-to-business initiatives include highly targeted Global Distribu-tion System (GDS) marketing campaigns aimed at driving transient revenue back to hotels, along with multi-tiered TMC / Consortia marketing plans with key partners such as American Express and Carlson Wagonlit Travel.

New for 2015 is the MarketNow brand marketing tool, which is more intuitive and offers additional options for users. MarketNow ensures that advertising and collateral meet brand standards, drive brand consistency and meet all of our needs. The goal is to have 100 percent hotel user engagement. That means every hotel will use this tool for their branding, sales and marketing needs.RECENT RENOVATIONSConference attendees heard about the importance of good photographic images in selling their hotels, and one highlight of the Radisson brand session was the exquisite photo montage of recently renovated hotels,

Overall QPR87.6

BRAND SUCCESS BY THE NUMBERS Radisson had a strong year in the Americas, as shown by the brand’s key performance metrics for 2014.

Brand Standards82.4

Cleanliness94.3

Conditions87.7

RevPAR+8.6%

RGI+1.6

GSI +.028.39

NPS +1.6739.61

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which collectively elevate the brand. Mason shared “wow” moments as she showcased the upgrades. Dramatic, contemporary and sleek were just a few of the adjectives used by attendees as they described the “new” Radisson, one that embraces key Vision 20/20 pillars, such as developing talent, fostering a culture of collaboration and innovation, and delivering results.SUPPORTING VISION 20/20Innovation and improving the guest experience remain brand priorities. Last year, innovative pilot programs across a number of functions and services were tested, including a new room service program dubbed “Good to Go.” Results are reviewed, guest feedback is evaluated and hotels consulted before the rollout of any program.

To develop talent, the brand partnered with Hogan, a company special-izing in reducing turnover and increasing productivity, by hiring the right people, developing key talent and evaluating leadership potential. The result was the development of an assessment tool for hiring a new general manager, which allows ownership and asset managers to compare candi-dates against other successful general manager profiles.

Training continues to be a priority. In 2015, regional meetings will focus on housekeeping and front office deliverables, and sales certification classes will be conducted throughout the year.

Each hotel is required to have a Responsible Business Trainer who, in turn, will train Living Responsible Business to all employees. In 2015, training will be offered online through Learning Link to certify new Respon-sible Business hotel trainers and re-certify current trainers.

To help deliver great results, Centrally Hosted Opera (CHO) conversions began and are scheduled for completion by the end of 2016. CHO speeds the implementation of functional upgrades, provides disaster recovery for PMS data, simplifies PCI compliance responsibility for hotels and gives more bandwidth and better network management. Radisson also launched Carlson OneConnect, providing a better way to partner with Online Travel Agencies (OTAs), reducing risk of PCI breaches from these interactions and freeing up time for revenue teams to focus on growing revenue.2014 HONOREESAnd speaking of revenue, one hotel was singled out for its excellence in that category; the 2014 Sales Team of the Year award was given to the Radisson Hotel at Cross Keys, Baltimore for its strong sales and revenue activities. Radisson also presented its 2014 Responsible Business Hotel award to the Radisson Plaza Hotel at Kalamazoo Center, Kalamazoo, Mich. The hotel’s accomplishments included robust soap and plastic recycling programs. New Hotel of the Year honors went to the Radisson ar Hotel Bogotá Airport. Finally, the brand presented the 2014 Yes I Can! award to the Radisson Hotel Colorado Springs Airport. The hotel was always in the top 5 for the Americas in GSI, even while renovating, and is dedicated to connecting with each and every guest.

GETTING INVOLVEDTop to bottom: Rich Flores, vice president, Brand Marketing, Radisson and Radisson Red, discusses the 2015 marketing plan for Radisson; Flores and Susan Mason, vice president, Operations, Managed Services, flank Tim Rayman, general manager of the Radisson Plaza Hotel at Kalamazoo Center; Mason shares the brand’s 2014 metrics.


COUNTRY INNS & SUITES AMERICAS

Country ConnectionsCarlson’s Rezidor’s upper-midscale brand continues to set itself ahead of the competition by focusing on genuine hospitality, unique marketing programs and a dedication to continually improve brand quality.

ast year, Country Inns & Suites connected with more than 13 million guests! And those are just

the people who stayed in the brand’s hotels. Think about all the connections via social media, volunteer activities and brand campaigns.

“The number of connection opportunities can be limit-less,” Scott Meyer, senior vice president, Midscale Brands, told attendees at Carlson Rezidor’s 2015 Americas Business Conference. “Connecting is critical, as it may be the only differentiator that matters. What’s the best way to connect? In a mindful, genuine and welcoming way.”

With those words in mind, Meyer and other brand leaders presented a dynamic conference brand session that included 2014 highlights and 2015 plans across the brand’s priorities: driving development, increasing brand awareness, improving licensee return on investment, growing hotel RevPAR, simplifying brand systems, and improving brand quality.

L 2014 YEAR IN REVIEWThe brand saw strong growth with RevPAR growing 6.8 percent, occupancy rising 3.8 percent, and average rate exceeding $90 for the first time ever. Guest satisfac-tion also improved.

Last year, J.D. Power ranked Country Inns & Suites fifth out of 16 brands in its segment, moving it up one spot from 2013. According to J.D. Power, the brand was among the most consistent in its segment, which is a huge bonus in a segment where guests value predictability. The brand showed significant improvement in food and beverage and check-in and checkout.

“Compared to other brands in the segment, Country is closely associated with being ‘impressive’ and ‘trend- setting,’” Meyer said during his review of 2014 highlights. “There is an opportunity to better engage the younger Gen Y traveler, but they currently do like us better compared with others in the segment.”

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Recommendations from JD Power on how to better drive engagement include: • Make sure staff, especially general managers, don’t

miss the opportunity to connect with guests. “GMs need to be in the lobby or breakfast room talking to guests,” said Meyer.

• Engage by making eye contact, and welcome guests with a warm smile from the moment that they enter the hotel. Remember that ‘warmth’ counts for a lot.

• Effectively train staff to provide suggestions for local attractions, shopping and restaurants.

• Ensure that the staff acknowledges returning guests by using their name or recognizing their loyalty status.

• Empower employees to resolve problems on the first contact. If the guest has to deal with more than two people, they are gone.

• And finally, always thank guests and invite them to return.

During the session, Meyer also introduced some of the hotels that opened in 2014, including exciting, new-build projects in Bemidji and Roseville, Minn.; Enid, Okla.; and Bozeman, Mont.

Recognition played a major role in the session. Meyer recognized the brand’s top performing hotels with the President’s and Be Our Guest Awards. Also recognized were the three Country properties that earned “Top 25”

recognition from Trip Advisor—Port Orange-Daytona, Fla.; Niagara Falls, Ontario; and Katra, India.

He also saluted the winner of the 2014 Responsible Business Award: Country Inn & Suites, Burlington, N.C., which hosts an annual Veteran’s Day program that gives free accommodations and dinner to area Vets. In recog-nition of the hotel’s dedication to our military heroes, the Carlson Family Foundation awarded $5,000 to the Wounded Warriors Economic Empowerment Program in the hotel’s name.

“Our top-performing hotels lead the way and provide positive and heartwarming connections,” he said.INCREASING BRAND AWARENESSMulti-generational marketing is the approach Country Inns & Suites is taking as it reshapes its brand marketing strategy to keep its core base of customers while attracting younger consumers. The plan is to reach both Baby Boomers and Millennials while keeping the brand fresh, relevant and top-of-mind.

“For a long time, we’ve been chasing after that large demographic—the Baby Boomers—to get them to try your hotels, repeat their stays and become loyal guests,” said Aurora Toth, vice president, Brand Marketing. “And we did this because there are 80 million of them and they shaped consumer demand, buying behavior and preferences for the majority of the population.


COUNTRY INNS & SUITES AMERICAS

“But now, the buzzword is the ‘Millennial.’ These younger consumers are a demographic equal in size to the Baby Boomers. And they are beginning to shape demand just like the Boomers did. We know that we must keep your core base of customers to ensure repeat business, but at the same time, we must also reach out to younger consumers and generate awareness and trial for the brand.”

Toth outlined the marketing plan to reach both generations and shared some of the brand’s accomplishments and highlights, including a 38 percent increase in paid search and display revenue with value-added packages advertising driving an Average Daily Rate (ADR) $37 higher than the brand ADR, and $4.2 million in revenue driven to hotels by a unique, local, digital display advertising program featuring customized with hotel photography and locators. Brand website delivery also soared, led by mobile, which jumped 30 percent, year over year.

A variety of brand awareness initiatives were launched, including promi-nent airport signage advertising, an airline partnership with Southwest that increased revenue from the airline by 31 percent, and advertising with Pandora and BuzzFeed, which generated 82 million impressions with video, banner advertising and creative content showcasing the brand.

One of the year’s highlights was a strategic partnership with PGA Tour professional golfer Zach Johnson that included a consumer sweepstakes, social media campaigns and advertising during the PGA Championship and Ryder Cup, as well as day-to-day exposure from our logo on his shirt.

“The results are even better than we anticipated. Impressions were over 86 million with a total media value of $9.2 million,” said Toth. “Our plan for Zach Johnson is even more robust in 2015. We’ve partnered with PGATour.com and the Golf Channel to extend our brand reach with advertising online

and on television, specifically around majors like the Masters and the U.S. Open when viewership is at its highest. And we are partnering with “The First Tee” to extend our golf relationship to the local hotel level.”

Also generating lots of buzz from conference attendees was a spot televi-sion campaign, which will run during the busy spring/early summer booking period in key markets, along with expansion of the airport advertising to ten key airports.

“Our goal is to make it clear to busy travelers that Country Inns & Suites understands that travel isn’t always easy,” Toth said. “That our service makes your life easier and that’s what differentiates us from other brands. So all that our guests have to do once they arrive is relax—because at Country Inns & Suites, the rest comes easy.”

A new ad campaign, which launches in 2015, will use the building blocks of beautiful hotel photography, an iconic pillow featuring the brand logo, and a new tagline: Relax, the rest comes easy.

“We like the fact that the tagline means more than just providing a good night’s sleep,” she explained. “It means that once you walk through the doors at Country, the rest of the trip becomes easy because of the great service your hotels deliver.”IMPROVING BRAND QUALITY“Quality inspires quantity” was the key conference message of Jim Grimshaw, senior director, brand services and product development, Midscale Brands, Americas. “High quality is the foundation of great guest experiences, which translates to more guests choosing Country, growing loyalty, and more revenue for your hotel,” he told attendees.

To keep quality high and ever-improving, the brand relies on its framework of standards and programs—from its signature Be Our Guest service training,

Hotline Online | 17

A GENUINE GROUPPrevious page: Scott Meyer, senior vice president, Midscale Brands, opens the Country Inns & Suites brand session. Opposite page: Meyer shares 2014 metrics. This page, top to bottom: Aurora Toth, vice president, Brand Marketing; Jim Grimshaw, senior director, brand services and product development, Midscale Brands, Americas.

to renovations to Medallia guest surveys—coupled with a commitment to measuring results.

“We measure what matters,” said Grimshaw. “And one of the things that’s very important is how guests value their experience—that’s why we transi-tioned to Net Promoter Scores.”

NPS is a relatively straightforward measure that calculates the percent of guests who rate a hotel a 9 or 10, and subtracts the percent of guests who rate their experience a 6 or less.

“What’s really important is appreciating what a strong NPS can mean to a hotel’s bottom line,” said Grimshaw.

In the U.S. and Canada, the top 20 percent of NPS-scoring hotels last year had a $9 higher average RevPAR compared with hotels in the bottom 20 percent of NPS. “For a typical 80-room hotel, that $9 difference equals more than $290,000 in annualized revenue,” said Grimshaw. “Now think about that projected over 10 years!”

In 2014, the brand performed well in NPS against competitors. Country Inns and Suites ended 2014 with an average NPS of 52; this is 7 points higher than Medallia’s collective average—which includes a few brands in the upscale segment! The top three NPS scoring hotels for the brand were the Country Inn & Suites, Pineville, La., with an NPS of 84.6, the Country Inn & Suites, Hanover, Va., with a score of 85.6, and the Country Inn & Suites, Port Orange-Daytona, Fla., with a score of 90.0.

Besides guest satisfaction of course, another important factor is the quality of the product. And there the brand continues to drive performance based on its new look. Aside from some of the new-build G4 properties, hotels across the country have been revealing some dramatic renovations in locations such as Fresno, Calif., Dundee, Mich., and Chippewa Falls, Wisc. Millennials, Baby Boomers, and business travelers alike have been raving about the new design, citing the attractive look and features such as additional power outlets.

But Country Inns and Suites isn’t resting on its laurels. “Part of our trans-formation is to ensure we stay relevant and signal to our guests that the brand is on the move,” said Grimshaw. “So we’ve updated our uniform program to now offer a soft contemporary style in warm gray with a splash of color.”

In addition, the brand has partnered with lifestyle design brand Beekman 1802 for a new bath amenity program that evokes a comfortable, yet sophis-ticated, style. Country Inns & Suites is partnering with the brand to offer its new Gingham Collection bath products in hotels. The program offers an upscale product at a similar cost profile to the past line, and will be launched later in 2015.

Grimshaw closed by reminding attendees that improving brand quality is a perpetual journey. “That’s the hallmark of a great brand,” he said. “To inspire consumers, our guests and each other so that we make Country Inns & Suites the absolute best today and take the right steps to forge a very bright future!”

CONNECTION STORIESMANIFESTO MOMENTS

CONNECT WITH EMPLOYEESKevin Stadelman, general manager of the Country Inn & Suites, Portland Airport, showed his genuine care when Kevin Shaffer, the hotel’s van driver, was in a serious auto accident. “The most amazing thing to me was the support Kevin, and our family, received from his work family,” wrote Kevin’s sister. “It’s been hard to believe.”CONNECT WITH CUSTOMERSWhen a customer booking a room joked about the hotel not having her beverage of choice, Erin Lorberter, general manager at Country Inn & Suites in Chippewa Falls, Wisc., sprung into action, ensuring that two beverages awaited in the room refrigerator. “Erin should be featured on a list of those who gave legendary service,” wrote the surprised guest. CONNECT WITH COMMUNITYGuy Fox and his team at Country Inn & Suites, West Bend, Wisc., have become community connection champions. From partnering with the local humane society over the holidays to hiring a visually impaired young man and giving him a career, he and his team are making a mark in their community, showing their caring, compassion and genuine, welcoming character.

This year’s Manifesto Moments provided strong examples of connections with employees, guests and the community.


AMERICAS SALES HIGHLIGHTS

Bringing the BusinessCarlson Rezidor’s Sales team have been hard at work to drive growth in the Americas—and hotels can expect more of the same in 2015.

t wasn’t difficult for Carlson Rezidor’s sales teams to embrace the theme of Connect for the company’s Americas Business Conference. As Shelly

Irrgang, vice president, Global Sales, Americas told attendees: “Connecting is what we do every day—connecting with hotels and our mutual clients.”

Irrgang, who presented during conference brand sessions, along with Michael Jarrard, director, Brand Sales, Americas, who presented during the Country Inns & Suites session, reviewed sales highlights of 2014 as well as provided a glimpse of unique programs slated for 2015.2014 RESULTSCarlson Rezidor continued to invest in its sales organization to serve the company’s expanding client base. The company’s travel management company (TMC) and consortia strategy has been a big success. Hotels have also performed well in responding to Laynon corporate RFP opportunities, said Irrgang. “For example, we sent thousands of company bids to the Radisson brand in 2014, and our response rate was 95 percent.”

For Country, the brand sales team drove a 64 percent increase in the number of corporate transient RFPs delivered, said Jarrard. “Even more impressive is the number of accepted bids, which is up 80 percent.”

Across all segments, the company partnered with many new accounts in 2014. “New account development remains critical, with more than 80 new accounts brought on board in 2014,” said Jarrard. “For Country alone, the

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brand sales team delivered room night growth of more than 81,000 room nights last year.”

These initiatives and more helped the sales teams drive millions in new revenues to hotels in 2014. Altogether, Carlson Rezidor’s sales teams produced $19.5 million in year over year (YOY) growth to the Radisson brand. Country saw similar success, with a $15.2 million YOY growth.2015 PRIORITIESTo keep sales on the upward trajectory, the sales organization is striving for continual improvement in programs, processes and systems.

One example: the first Country Inns & Suites FAM Tour, which debuted early in 2015. “The successful tour showcased the brand to Tour Operators and promoters, carrying guests across six states to stay in our hotels and experience the evolution of the brand,” said Jarrard.

Another new program for 2015: the Carlson Rezidor Sports Approved Hotel program. “This is an industry first,” said Irrgang. “It shows these groups that our brands understand what is important to sports teams.”

In addition, Carlson Rezidor is developing an Automated Rate Grid called RFP Select that will utilize revenue-optimization technology to opt hotels into selected RFPs without hotels having to do any of the bid process.

Plus, the new Group > 9 program will introduce that concept beyond tran-sient RFPs. For example, wedding groups who call Omaha can be quoted a rate that the hotel and the sales teams have pre-agreed upon, and Omaha can book the business with the group right on the phone.

In addition, both brands announced refreshed Sales Mastery and sales certification programs that will be introduced this year. [Check out Learning Link for times and locations.]

Finally, the PCR program continues to achieve double-digit YOY growth. This year, Carlson Rezidor is introducing some new and revised value-adds and creative services to top PCR customers.

Overall, the sales team will continue to help hotels bring in the business, said Irrgang. “You have our commitment to connect with you and clients to meet our mutual revenue goals.”

Left to right: Shelly Irrgang, vice president, Global Sales, Americas; Michael Jarrard, director, Brand Sales, Americas.

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COMMERCIAL OPERATIONS

Take Action Today2015 will be a big year for business intelligence and analytics, and Carlson Rezidor’s Commercial Operations team is ready to help hotels succeed.

oday, business intelligence is more critical than ever. It allows us to connect data from across our business so we can make

informed decisions that have the best results, the greatest impact and best utilization of our resources. Whether it’s the right price for a room or the best price for a contract, the Commercial Operations team has it covered.

“We know that revenue management is the delivery of the right room to the right guest for the right price at the right time - and of increasing importance, through the right channel,” says Brad Beakley, senior vice president, Commercial Operations.RATE, RATE, RATEWhile some hotels think they know the right price for their rooms, the right answer is not always obvious, and today the world of pricing is more complex than ever, Beakley says.

“The general economic outlook is strong, so demand should be higher, and our competitors are increasing the rates,” he says. “So why aren’t our revenue managers using Stay Night Automated Pricing (SNAP) recommendations that are based on proven elasticity modeling and competitive prices? We should be proud of our product and, in today’s environment, not afraid to push rate, rate, rate.”

Carlson Rezidor has the tools to help determine the best prices, and Beakley urged hotels to use them. A recent assessment of inven- tory controls for March 2015 highlighted that 43 percent of Carlson Rezidor’s hotels’ rates are $10 below SNAP recommended rates. For some hotels in the month of March, that represents about $46,000 per hotel in revenue left on the table, which represents as much as $500,000 for one hotel in a year!

Beakley also stressed the assistance available through district revenue specialists, urging hotels to connect with them to stay up-to-date on the latest revenue generation strategies or to work with the ROPES team. Hotels leveraging the ROPES program grew RevPAR up to 9 percent more than their peers in 2014. LOOKING AHEADWhat are the Commercial Operations’ plans for 2015 and beyond? To help hotels grow revenue. To drive higher conversion and improve ADR, Omaha and Dublin Contact Center operations will be expanded for more language coverage and longer hours. To improve product offerings and

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save hotels money, Strategic Sourcing will continue to aggressively pursue contract negotiations.

“Strategic Sourcing is working throughout the organization to advance best practices in negotiation and contract management to ensure favorable terms with key partners like Onyx, our payment processing tools and our OTA agreements, where we were able to reduce commissions by 10% in recent agreements,” said Beakley.

Across the board, efforts to drive commercial process optimization are being stepped up, which will keep Carlson Rezidor Hotel Group ahead of the pack, remaining more flexible, nimble and agile than other hotel brands.


HONORS AND ACCOLADES

Radisson, Sharon, Pa., says, “He has accepted ownership of a great guest experience on a level I have not seen in 18 years in the hotel industry. He is far beyond comments such as nice, friendly and helpful. He takes action! The guest responses are full of actions that he has personally taken or directed to improve our guest experience. Oftentimes, these are proactive actions are taken before the guests even arrive.” One of the hotel’s regular guests summed it up in one short sen-tence: “He made our stay worth coming back.”

3. Su Carpenter

Radisson Hotel CorningSu Carpenter’s life is an example of the Yes I Can! philosophy of the hotel. According to her colleagues, service is her mission and guest satisfaction is her passion. The effort she takes is a proof of how much she cares about the guest experience. When a guest stopped to pick up a meal for a dying brother-in-law, Su, a server at Grill 1-2-5, not only took the order, but offered to deliver it to couple’s home and serve it -- with all the special touches – linens, candles, etc. It’s no surprise that her Personal Powerful Presence is Martha Stewart! Su forges strong friendships with guests, remembering preferences and little details that make them feel extra special and inspires them to return to the hotel again and again.

4. Maria Stickney

Radisson Blu Mall of America

Housekeeping supervisor Maria Stickney always goes the extra mile. She brings special “feel better kits” to sick guests, and is the first to jump in and volunteer when there is a need. “She brings the motto of ‘one team, one dream’ to life,” says Har-ry Gorstayn, general manager, Radisson Blu Mall of America. She looks at her job as a team sport rather than an individual victory, helping house-men and clearing dirty trays from hallways on floors not assigned to her. She also is the hotel’s recycling powerhouse, personally collecting more than 12 percent of the 18,000 bottles gathered last October.

5. Zeba Razmi

Radisson Blu Pune Kharadi

Zeba Razmi, front office executive at the Radisson Blu Pune Kharadi, was honored in Asia Pacific for setting an extraordinary example and demonstrat-ing an exceptional attitude. Zeba is a dedicated team player who lives the Yes I Can! service philosophy and has distinguished herself by always going the extra mile to make guests happy. In recognition of her work ethic, efficiency and productivity, Zeba was previously awarded several accolades, including her hotel’s Superstar of the Month award.

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Our 2014 Employees of the Year are prime examples of excellence. Dedicated, committed and passionate about their work and their guests, they are our competitive advantage and the power behind our brands.

1. Carrie Poepping

Country Inn & Suites Mall of America, Bloomington, Minn.

Carrie Poepping, a housekeeping room attendant at Country Inn & Suites Mall of America in Bloom-ington, is all about caring—caring for guests, car-ing for colleagues and caring for the community. She writes welcome notes for customers, leaves candies purchased with her own money and even tucks children’s teddy bears and dolls into bed. Parents are overwhelmed by her considerate and caring actions. The more than 250 Medallia and TripAdvisor mentions she has received are a tes-tament to the positive impression she makes on guests. “Hopefully, she is in charge of training,” one guest wrote. “She makes your hotel stand out ahead of any other hotel I’ve stayed at.”

2. TJ Walk

Park Inn by Radisson, Sharon, Pa.

Front desk supervisor TJ Walk has been called amazing, wonderful and accommodating. James Angelo, general manager of the Park Inn by

2014Employee of the Year

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is a differentiator. The hotel, which opened in April 2014, focuses on guest service and quickly earned a GSI of 9.2 and a net promoter score of 69.23. In a short time, Miguel positioned his hotel among the top in an extremely competitive market that is saturated by hotel offerings.

3. Harry Gorstayn

Radisson Blu Mall of America

The minute you walk into the Radisson Blu Mall of America, you can feel the positive vibe. It’s an atmosphere nurtured by general manager Harry Gorstayn, who has built a strong team and an environment that is making the guest experi-ence unforgettable. Whether it’s a photograph from a wedding reception awaiting newlyweds or whimsical beverages with signature ice cubes, he and his staff aim to please. It’s no surprise the hotel consistently earns high scores in guest satisfaction, service performance and property performance, and scores well above thresholds in all areas, with Revenue Generation Index leading the market.

4. Dipi Sawhney

Country Inn & Suites, State College

Dipi Sawhney, general manager of the Country Inn & Suites, State College, brings more than 30 year of experience in hotel operations and a strong entrepreneurial drive to his Pennsylva-nia property. His hotel ranks #1 in his area on TripAdvisor, ranked eighth in the brand for guest satisfaction and has a net promoter score of 81.95, all things that drive the bottom line. His hotel celebrated a winning year in 2014, and a 16.5 percent increase in RevPAR.

5. Nishan Silva

Radisson Blu Cebu

Nishan Silva of Radisson Blu Cebu was named as Asia Pacific’s 2014 General Manager of the Year for serving as a role model who provides excellent leadership and demonstrates the ability to drive performance and guest satisfaction. He has strengthened the positioning of the hotel and its revenue performance, and has been the driving force behind creative marketing concepts, increased brand awareness and business wins involving some of the leading MICE conferences in Asia Pacific. He also delivered on talent devel-opment, actively supported Responsible Business activities and worked hand-in-hand with the tourism council to promote Cebu.

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The tone of a hotel is set with the people at the top. Our 2014 General Managers of the Year know how to make a hotel shine—with profits and people. This year, we salute four of our shining stars.

1. Eric Bourdales

Radisson Poliforum Plaza Hotel Leon

Eric Bourdales, Radisson General Manager of the Year, is a true leader who inspires his team to succeed by empowering them to serve guests. It’s working. The hotel has a perfect Yes I Can! score, a Service Performance Index of 9.21 and a Loyalty Performance Index of 9.08. Guests at the Radisson Poliforum Plaza Hotel Leon have written the hotel is “superbly managed.” In spite of a major, multimillion-dollar renovation, positive comments poured in from guests. Renovations were completed on time and without impact on the hotel’s guest satisfaction score.

2. Miguel Angel Marino Camacho

Park Inn by Radisson Bogota

Miguel Angel Marino Camacho, general manager of the Park Inn by Radisson Bogota, knows how to maximize his hotel’s connection with the brand. He takes advantage of the brand tools available to help him run a successful business, and knows that personal, non-commoditized service

2014 General Manager of the Year


HONORS AND ACCOLADES

Hotels of the YearPeople and performance equal results, as three of our hotels have proven through their dedication to making a guest feel at home and extra special while on the road.

elivering results is about more than finan-cial performance. It’s also about delivering

those bright spots that make a hotel a winner. It’s about living and breathing the Be Our Guest and Yes I Can!SM service philosophies. These three hotels are shining examples of how elevating the guest experience translates into better revenue and happier guests.

Think of Southern hospitality and you may think of the Country Inn & Suites Covington, La., the brand’s 2014 Hotel of the Year. Guests say it’s a home away from home, not a hotel. One reason is the strong connections that staff make with guests, which earn accolades for the hotel and the brand. “This is the best hotel we’ve EVER stayed at,” wrote one guest. “It got us hooked on looking for Country Inn & Suites whenever we travel as our FIRST option,” wrote another. This Gen3 hotel, which is migrating toward Gen4, also knows how to take advantage of available revenue-building tools. The result: healthy financial results, including a Revenue Generation Index of 126.3, an increase

D of 10.6 points over the prior year. The hotel finished in the top 1 percent for overall brand standards with a score of 97.9 percent, and earned a Guest Satisfaction Index of 9.25, driven by a 9.54 Service Performance Index and a Net Promoter Score of 76.7.

The Radisson Hotel of the Year shows how caring for your customers and community can ele-vate the brand and deliver results. The Radisson Poliforum Plaza Hotel Leon in Mexico is a prime example of how a revitalized hotel and service philosophy can make a difference. The hotel just finished a $3.6 million renovation, which added a three-story tower and 49 business class rooms and an opportunity to give guests more personal-ized service. This hotel knows how to connect with guests, employees and the community. There is a best-in-class wellness program for staff, an active environmental sustainability program and dynamic responsible business activities that earned Best Responsible Business Hotel awards for two con-secutive years. This is a hotel that truly cares about

its customers – and it shows in the results – like a perfect Yes I Can! score and Guest Satisfaction Index of 9.06. Happy customers means better revenue. The hotel has a Revenue Generation Index of 122.3, and strong performance index scores: 9.21 for service, 9.08 for loyalty and 8.93 for product.

The Radisson Blu Hotel Shanghai New World is a high achiever. This hotel, the winner of the Asia Pacific 2014 Hotel of the Year, was honored for delivering great results across key metrics, including guest satisfaction, service performance and brand standards. The hotel’s team has demonstrated great resolve and resourcefulness, and achieved excellent results in spite of a chal-lenging and competitive operating environment. By committing to people development, innova-tion and collaboration, as well as working closely with the regional team to fully leverage Carlson Rezidor’s revenue optimization tools, the team exceeded its revenue and profit targets to deliver exceptional value to the owners.

Left to right: The Country Inn & Suites Covington, La.., won hotel of the year for strong overall performance and high guest satisfaction; the Radisson Polioforum Plaza Hotel Leon cares about both employees and guests; the Radisson Blu Hotel Shanghai New World was Asia Pacific’s hotel of the year award winner due to exceeding revenue and profit targets.

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Cooking up a Successful Business Complacency kills profitability, says celebrity chef Robert Irvine. Surprise and delight your customers, and they will share the good news with others.

hef Robert Irvine, the star of the reality television hit Restaurant Impossible, brought his winning attitude

and life lessons in a high energy presentation that was one of the Americas’ conference highlights. His biggest messages to attendees were to build and maintain relationships, engage guests and embrace change.

“One of the most important lessons is that when it comes to success in foodservice and hospitality, you must be open to change,” he said. “Over the years, I’ve seen this industry grow and re-invent itself more times than I can count. Complacency has no place in the hospitality or foodservice industry. This kills profitability faster than any- thing else.”

“The willingness to try new things and evolve with the market and your customer or consumer base can make the difference between serving them and delighting them,” he said.

Irvine also told attendees that business owners who strive to implement services that surprise and delight consumers at the same time turn those same guests into one of the business’ most valuable assets. A happy guest will tell their friends about the service they have received. “They tweet about you, blog about you, and tell their neighbors and coworkers about you. They become advocates of your business and make your brand relevant. And you can’t buy advertising like that. It’s priceless.”

By Deborah M. BernsteinDirector, Corporate Communications, Carlson

A SPECIAL GUEST

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ASIA PACIFIC OVERVIEW

ollaborate, communicate and connect! Those three elements are critical to success in Asia Pacific, according to Thorsten Kirschke, president, Asia

Pacific, Carlson Rezidor Hotel Group. At the Asia Pacific Business Conference, held in March, Kirschke shared the region’s key accomplishments and looked at what the future holds.

“The general outlook for Asia Pacific is strong,” he said. “The fundamentals are right. We are optimistic about Asia’s ability to sustain growth and curb risk.”

Since assuming his role as Asia Pacific president, Kirschke implemented plans to better meet business needs and goals. He appointed key leadership staff, put a renewed focus on operational excellence, and realigned the region, creating three sub-regions with their own authority, accountability and respon-sibility. Kirschke is also building a development team to capitalize on the strong growth opportunities across a wide and diverse geographical area.

“Asia Pacific is a highly diverse, fragmented market with more than 20 countries, over 5,000 living languages and 11 national elections,” he said. “We are punching below our weight class. We’ve opened 100 hotels over 15 years and have more than a 25 percent GOP margin, but there are more opportunities.”

The general outlook for Asia Pacific is strong. According to STR Report, there are 2,390 hotels under contract. China leads the world’s economy (16.5 percent of world economy) and its hospitality industry will be a $100 billion industry within the next 10 years. Kirschke says while he is largely positive and hopeful, he believes in prudent, short-term manage-ment and long-term optimism.

“Asia still represents the world’s economic engine,” he says. “As we look forward, we see strong, macro-economic growth. While GDP is expected to be 2 percent for Europe and 2.6 percent for the U.S., Asia Pacific growth is projected at 5.5 percent. In principle, in the spirit of prudent balancing and really understanding all the context, we should be cautious despite the great excitement in Asia.”

Carlson Rezidor’s business in Asia Pacific has grown steadily over the last 15 years with 102 hotels in operation and 90 in the pipeline. Last year, 11 new hotels opened and another nine were signed. This year, it added hotels in exciting, new markets, including the Maldives, Chittagong and Indonesia.2014 RESULTSOn the Operations front, Kirschke says there has been good underlying performance. In 2014, RGI rose 3.9 percent year over year to 102.3, and RevPAR increased 4.6 percent. For the managed portfolio, GOP jumped 23 percent to $115 million. The organization saw a 0.9 percent increase in its Net Promoter Score (55.97), signed 1 million new Club Carlson members, and reported an overall QPR of 85.36.

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The 2015 Asia Pacific Business Conference showed how the region is forging a clear path for continued growth.

It’s Our Time in Asia

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Still, there are challenges, which include currency fluctuation, partial oversupply, tempered RevPAR growth, pockets of unrest, austerity in China, rising labor costs, an uncertain regulatory environment, and quality and brand inconsistency. The region’s strong business strategy should help overcome obstacles.CHARTING THE FUTURE COURSEAt the core of the region’s strategic path is a two-pronged approach that is anchored on Vision 20/20.

There are two strategic pillars: individualized hotel operations and innovative business models. Individualized hotel operations will focus on growing profitable revenue, enhancing the guest experience and improving profitability. Innovative business models will introduce adaptive contracting, accelerate organic growth and explore inorganic growth.

“We need to deliver operations margin,” he said. “We need to bring an innovative approach to drive growth. Creativity and innovation are at the heart of what we do as key drivers to achieve long-term, sustained growth. Relevance is at the heart of it. Expand margin, expand the business.”

The region has set its Vision 20/20 sights on increasing market share by 1 point, growing hotel margins by 10 percent and doubling its hotel portfolio.

“We will continue to connect to stakeholders, business owners, hotel owners, partners, employees, guests and the community, and create value for our stakeholders,” said Kirschke. “That’s what we do; that’s who we are. We are moving from building capability to accelerating sustainable growth and profitability. 2015 and beyond is our time in Asia Pacific.”

STRATEGY SPOTLIGHTPLAYING TO WIN

GROW MARKET SHARE• Increase MICE business• Increase global sales• Invest in RevGen and digital media• Improve loyalty program • Optimize channel mix GROWING HOTEL MARGINS • Optimize revenue mix• Adapt flexible cost structure and flow through management• Drive quality management and consistency • Provide pro-active support to asset management GROWING HOTEL PORTFOLIO• Introduce franchising• Target conversions• Introduce new brands• Offer adaptive contracting• Leverage strategic partners • Occupy “white space”

Carlson Rezidor Hotel Group is focusing on a number of different initiatives to grow its business in Asia Pacific.


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New Development Leader

Industry veteran comes on board to steer growing development activities.

In 2014, Carlson Rezidor logged record-breaking development activity, and the company is excited to announce a new leader to continue that trajectory. Join us in welcoming Greg O’Stean, our new chief development officer, Americas.

“We are delighted to add a development professional with a solid hotel finance and development pedigree to our team,” said Javier Rosenberg, chief operating officer, Carlson Rezidor, Americas. “Growth is a priority for our organization, and Greg will spearhead our aggressive growth strategy across the Americas.”

O’Stean reports directly to Rosenberg, and will have a strong development team working with him. The team includes Phil Silberstein, executive vice president, Development, Americas, who filled in as interim chief development officer; Fred Schwartz, vice president, Owner Relations, Americas; and our Midscale Develop-ment team.

O’Stean joins us from Piper Jaffrey & Compa-ny, where he served as managing director and led a division of the hospitality investment banking team that focused on the devel-opment of privately-owned hotels. His prior experience includes positions with Access Point Financial, Inc.; GE Capital; Starwood Hotels & Resorts Worldwide; Inter-Continental Hotels Group; and Ernst & Young.

From Check-In to Check-Up

A new partnership will help keep guests healthier on the road and at home.

Carlson Rezidor has made some powerful connections this year, including a new affiliation that focuses on the health and wellness of our guests: a partnership with Mayo Clinic.

“This new partnership highlights how we care about our customers, and not just while they are staying at our hotels,” said David Berg, chief operating officer, Carlson Rezidor Hotel Group. “We are excited to offer our guests information from a world leader in health care, which can benefit them and help keep them healthy while on the road or at home.”

Mayo Clinic, a nonprofit health facility based in Rochester, Minn., was recently voted the Best Hospital in the Nation for 2014/2015 by U.S. News & World Report.

Carlson already has a good partnership with Mayo, and the Global Sales team has been actively growing the relationship. In fact, the team has more than doubled business with Mayo in the past year.

Building Awareness for Human Trafficking

Carlson Rezidor launches signage program.

Carlson Rezidor Hotel Group has become the first hotel company to show its commitment against human trafficking with a new, high-profile program.

“Just as we were the first major North American

hotel company to sign The Code of Conduct for the Protection of Children, we are now the first to partner with ECPAT-USA to drive awareness and assist victims by offering hotels signs to be displayed at front desks or lobbies,” said Javier Rosenberg, chief operating officer, Americas, Carlson Rezidor Hotel Group.

INNOVATION IN ACTION This page, above: A new partnership with Mayo Clinic will give Carlson Rezidor Hotel Group guests access to health and wellness information at home and on the road. Below: Greg O’Stean—an industry veteran with more than 25 years of finance and development experience—looks to continue Carlson Rezidor Hotel Group’s development momentum in the Americas.

The new signs direct travelers who see signs of human trafficking or need help to call 911 or the National Human Trafficking Resource Center’s toll-free, confidential hotline.

The signs will be provided to Carlson hotels free of cost. Initially, these plaques will be made available in U.S hotels only, but the company is working to expand the campaign to other countries.

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Asia Pacific hotels celebrate early wins

2015 is off to a strong start for the region’s hotels

In the pursuit for excel-lence, several hotels in Asia Pacific have been lauded by various international award-giving bodies for the first quarter of the year.

“Congratulations to all the winners,” says Thorsten Kirschke, president, Carlson Rezidor Hotel Group, Asia Pacific. “These awards are a testament to our com-mitment to delivering great results and being the bright spot for our customers.”

Asia Pacific award win-ners included:International Hotel Awards• Best Convention Hotel in the Philippines: Radisson Blu Hotel CebuTravel and Leisure Maga-zine China• Best Resort Hotel: Radisson Blu Wetland Park WuxiBrands Academy Excel-lence Awards• Most Promising MICE Hotel in India: Radisson Blu Paschim Vihar

• Most Enterprising General Manager: Barun Jolly of the Radisson Blu Paschim Vihar (pictured, this page)Times Food and Nightlife Awards 2015• Best in North Indian Restaurant: Made in India, Radisson Blu Hotel Noida • Best Pan Asian Restau-rant: R.E.D. (Rare Eastern Dining), Radisson Blu Hotel Noida• Best Thai—Fine Dining, Delhi: Neung Roi, Radisson Blu Plaza Delhi

Dedication in Dublin

Carlson Rezidor’s call center in Ireland celebrates its 20th Anniversary

When the Dublin call center first opened on March 20, 1995—with a staff of 14 servicing seven languages—most people didn’t use the Internet, emails or even a computer mouse!

“Fast forward to 2015, and how different life is,” said Jennifer McWade, general manager, Dublin Contact Center, “Our business has grown dramatically, and tech-nology rules our existence.”

Today, 54 staff members of 18 nationalities work in the Dublin office and handle approximately 30,000 calls a month from 31 countries for five brands. They process 15,000 emails and monitor live ‘tweets’ and negative comments on Social Media sites. They assist our loyal guests through Club Carlson® Member Services and support the Rezidor Gift card program.

“Our Data Content and GDS departments are instrumental in ensuring properties are visible and bookable on Global Distribu-tion Systems and third-party websites, and our 381 hotels are supported by us in all things revenue related,” said McWade. “A few things, however, have remained static,” she says. “Carlson Rezidor is still a great company to work for and

phone reservations continue coming in. Relationships with hotel and corporate staff are paramount. The customer is king and Colette Oglesby, one of the original staff members, still works here! ”

Join us in congratulating our colleagues in Dublin on 20 years of loyal and dedi-cated service to customers around the world.

Country tops Facebook marketer rankings

Carlson Rezidor’s brand shows its social skills

Country Inns & Suites By CarlsonSM has been ranked as one of the hotel indus-try’s top three Facebook marketers, according to Engagement Labs, a tech-nology and data company that analyzes social media

rankings of hotel chains, airlines, online travel agencies and metasearch sites. The Ritz-Carlton Hotel Company and Mandarin Oriental Hotel Group earned the other two spots. Rank-ings were based on Engage-ment Labs’ eValue scores, which take into account three factors: Engagement, Impact and Responsiveness.

“Today, social media is a critical element in any

company’s marketing mix, and getting it right means building brand awareness, increasing loyalty and being more responsive to our guests’ needs,” said Roger Chacko, chief branding and marketing officer, Americas, Carlson Rezidor Hotel Group. “To have our upper-midscale brand recog-nized in the top three is an honor, and it demonstrates

our commitment to our customers and the impor-tance of their voices.”

Engagement Labs’ eValue Analytics leverage more than 300 conventional social media metrics to produce a single benchmarked score, analyzing more than 75,000 verified brands that include marketers, advertisers, publishers and broadcasters around the world.

SPREADING THE GOOD NEWSClockwise, from above: Javier Rosenberg, chief operation officer, Carlson Rezidor, Americas, announces the new ECPAT-USA signage program at the company’s 2015 Americas Business Conference; Barun Jolly of the Radisson Blu Paschim Vihar accepts his Brands Academy Most Enterprising General Manager Award; proud staffers at the Dublin Contact Center celebrate the center’s 20th Anniversary.

Hotline wants to hear from you! To submit your story, contact us at Carlson Communications.

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Carlson Hotline Online April 2015