InterContinental Hotels Group PLC · LSE:IHG
InterContinental Hotels — Investor Presentation (June 2010)
12 slides from InterContinental Hotels's investor presentation, June 2010
Slide 1: Making scale count – key takeaways
Making scale count – key takeaways June 2010 InterContinental Taba Heights, Egypt 1
Slide 2: IHG has a commanding scale position
IHG has a commanding scale position 4,476 hotels, 335,000 people 100 countries 651,830 rooms Top 3 position in Top 3 position in 1,344 pipeline hotels 5 of 6 top markets* 15 of 20 top markets* 16% global share 133m room nights $17bn +$1bn booked in 2009 gross revenues system funds * As defined by nu
Slide 3: IHG's growth strategy to create sustainable value
IHG’s growth strategy to create sustainable value Making best use of our scale to build and grow preferred hotel brands for guests and owners in high value markets “Where we play” “How we win” Markets Powerful and distinct brands Segments Best demand delivery systems Model Aligned and engaged organi
Slide 4: Significant progress since demerger
Significant progress since demerger Exceeded 50-60,000 net room addition target Rooms Industry leading, high quality pipeline (16% global share) X Brands reinvigorated RevPAR Rising OSAT RevPAR outperformance X Holiday Inn Express royalty rate increased Royalty rate 4
Slide 5: "How we win"
“How we win” • Powerful and distinct brands – Consistently different and better – Psychology and emotion, not just price and function 5
Slide 6: Our target guests
Our target guests • “We believe you are at your best when you can truly be yourself. At Holiday Inn you always can. Stay You.” • I feel refreshed and inspired by the design of the hotel, the staff and the things I discovered about the neighbourhood. • Seeks enriching travel experiences. Cosmopolitan
Slide 7: "How we win"
“How we win” • Powerful and distinct brands – Consistently different and better – Psychology and emotion, not just price and function • Aligned and engaged organisation – Aligned organisation leverages global scale – Engaged employees drive higher OSAT drives higher RevPAR • The best demand delivery
Slide 8: Our competitive advantages
Our competitive advantages • Scale, in multiple areas • Branding and channel delivery expertise, detailed consumer insight • Powerful, distinct brands with high consumer and owner preference • $1bn system funds • The largest loyalty programme (Priority Club Rewards) • A strong, supportive owners’ as
Slide 9: IHG positioned to win – business model proven
IHG positioned to win – business model proven Source: IHG. Actual currency. Adjusted for owned & leased hotels, individually significant LDs and HPT guarantee payments 9
Slide 10: The potential
The potential ILLUSTRATIVE SCENARIOS 2005 2009 2013 2013 2013 Extrapolate Maintain +0.5%pt historic share increase trend** Global industry room revenues $276bn $280bn $338bn CAGR +0.3% +4.8% IHG gross room revenues* $11.7bn $14.1bn IHG rooms revenue CAGR +4.7% IHG share 4.2% 5.0% IHG gross room reve
Slide 11: Final Questions
Final Questions InterContinental Resort Tahiti 11
Slide 12: Making scale count – key takeaways
Making scale count – key takeaways June 2010 InterContinental Taba Heights, Egypt 12
InterContinental Hotels Group — Investor Presentation (June 2010) on 6ix