Agenda n Who Are Our Guests? n What Do Our Guests Need? n How Well Are We Meeting Those Needs? (Report Card) n Brand Strategy And Tactics – How Can We.

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Presentation transcript:

Agenda n Who Are Our Guests? n What Do Our Guests Need? n How Well Are We Meeting Those Needs? (Report Card) n Brand Strategy And Tactics – How Can We Become The Best At Meeting Those Needs? n Q&A n Inn Of The Year Award Recognition

Guest Characteristics n Stay Behavior –38% business –Travel more frequently n Psychographic –Seek quality Source: US Census Bureau, NFO Tracking Study

Common Values n Sensible People n Spontaneous n Comfortable in Their Own Skin n Value Home and Family n Smart Spenders n Motivated to Travel GROUNDED VOYAGERS

Guest Needs n Physical –More amenities improve satisfaction –Everything works n Emotional –Provide a good value –Staff makes me feel comfortable Sources: NFO, Landis

How Well Are We Meeting the Needs? Brand Awareness

Sleep Inn Reservations Delivery Reservations Delivery Growing

CRS Rooms Sell At A Rate Premium Sleep Inn Reservations Delivery

Sleep Inn Loyalty Revenue From Choice Privileges And Airline Frequency Partners Continues To Grow % of Sleep Inn Revenue

RevPar Index Is Improving Sleep Inn Performance How Well Are We Meeting the Needs?

Value for the Money Guest Tracking Study, , high value for the money ratings (% 8-10 on 10-point scale) netted across all 5 years How Well Are We Meeting the Needs? Sleep Inn Performance

n Supply –Average age of property n Supply –Average age of property 20.8 Years La Quinta Inns 9.0 Years Fairfield Inn 9.9 Years Baymont 7.9 Years Holiday Inn Express 5.6 Years Sleep Inn How Well Are We Meeting the Needs?

Brand Vision Continue To Provide Best Guest Satisfaction In The Segment

Brand Strategy and Tactics n Continue to build on industry leading guest satisfaction by delivering an unexpected experience at an exceptional price CONSISTENTLY –QA –FSD –Improve or remove (non-compliant hotels) –Refurbishment package –Services and amenities n Occupy more consumer “mind share” by increasing distribution of the brand –Increase developer ROI –Focused sales team

Enhance Quality, Consistency and Guest Satisfaction n QA –Guest Satisfaction System –Stronger Guest Focus by FSDs –Unannounced QA –New Form and Scoring

Enhance Quality, Consistency and Guest Satisfaction n FSD focus on guest satisfaction

n Improve or Remove –Tighter Corrective Action Plans –Renewals –Relicensings Enhance Quality, Consistency and Guest Satisfaction

n Turn-key refurbishment package –Enhance consistency of newer Sleep Inn “look and feel” –Target refurbishment dollars where highest guest impact and highest return on investment –Simplify sourcing, ordering, installation Enhance Quality, Consistency and Guest Satisfaction

Sleep Inn, Inn & Suites Prototype Cost Efficient Physical Structure With 88% Of Square Footage Being Revenue Producing Value Engineered Interior Architectural Detailing With Simplified Interior Design Optimized Furniture Layout Fits On 1.4 To 2.1 Acres Cost Efficient Physical Structure With 88% Of Square Footage Being Revenue Producing Value Engineered Interior Architectural Detailing With Simplified Interior Design Optimized Furniture Layout Fits On 1.4 To 2.1 Acres

Sleep Inn Outperforms Its Competitive Set By Delivering Superior Revpar Performance With An Economical Development Cost BrandCost/KeyRevPAR Sleep Inn$34,500$33.33 AmeriHost$37,000$32.77 Microtel$36,000$26.75 Super 8$35,000$25.89 *Includes Hard Cost & FF&E.

Dedicated Franchise Sales & Development Team Pictures of Sleep Inn Franchise Sales Directors