A new membership model
and visual identity
8 t h J A N U A R Y 2 0 2 5
B A A D E R S W I S S E Q U I T E S C O N F E R E N C E , B A D R A G A Z
Agenda
INTRODUCTION
RECENT PERFORMANCE
KEY INITIATIVES
GUIDANCE 2024
Introduction
WHO WE ARE
ASMALLWORLD is
the trusted community
for the modern luxury traveller.
Our mission is to encourage our members to
find inspiration,
book unique journeys,
and connect with like-minded members
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ASMALLWORLD's travel & lifestyle ecosystem
Centred around the ASMALLWORLD social network, ASMALLWORLD offers a wealth of travel & lifestyle services
C O LLE C TI O N | B E SP O K E TRA VE L |
Online hotel booking engine | Full-service travel agency |
focused on luxury hotels | for curated travel arrangements |
Partner for independent hotels | Flight booking engine, focused |
participating in GHA | |
DISCOVERY loyalty platform | on Business and First Class |
The trusted community for the | |
modern luxury traveller | |
H O SP I TA LI TY | E VE N TS |
Consulting and hotel | Event management |
management company | for 800+ ASW events per year |
The world's leading | Smart luxury travel service |
nightlife concierge | for best flight and hotel deals |
5
Recent
Performance
Solid track-record since going public in 2018
Management has delivered on growth ambitions and turned the company into a growing, profitable business
Net Sales | Members | EBIDTA | ||||||
+15% | +6% | -16% | ||||||
70.2K | ||||||||
21.2M | 62.0K | 63.3k | 66.0K | 2.4M | 2.5M | |||
18.5M | ||||||||
57.9K | 2.1M | |||||||
12.9M | 15.6M | |||||||
12.0M | 1.4M | 1.5M | ||||||
2019 | 2020 | 2021 | 2022 | 2023 | 2019 | 2020 | 2021 | 2022 | 2023 | 2019 | 2020 | 2021 | 2022 | 2023 |
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2024 H1 results delivered solid growth
H1 sales up year-on-year; EBITDA slightly down but 90% of full year guidance already achieved
Net Sales | Members | EBIDTA | ||||
+2% | +6% | |||||
10.8M 11.5M | 11.7M | 70.2K | 71.6K | |||
9.7M | -10% | |||||
67.4K | ||||||
7.4M | FY guidance: | |||||
66.0K | 1.4M | |||||
1-1.2M | ||||||
1.1M | ||||||
63.8K | 1.0M | 1.0M | 0.9M |
H1 | H2 | H1 | H2 | H1 | H1 | H2 | H1 | H2 | H1 | H1 | H2 | H1 | H2 | H1 |
2022 | 2023 | 24 | 2022 | 2023 | 24 | 2022 | 2023 | 24 |
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Key
Initiatives
Five ongoing key initiatives
We are focusing on a select few initiatives that will drive value in the long run
1
New membership
model ASW
Drive sustainable member growth
- Introduce a free membership tier
- Make it easier for new members to join
- Sell more services to larger user base
Go-live was on 26th November
2 | Refine | 3 | Build scale | 4 | Expand product | 5 | Reduce |
ASW brand | in travel | range | debt | ||||
Position ASW as | Grow online and offline | Add more products to | Reduce debt and | ||||
luxury travel brand | travel business | our portfolio | interest burden | ||||
• Refine what ASW stands | • Increase bookings for the | • | Create variations of | • | Repay outstanding debt | ||
for | Collection | existing products | as quickly as business | ||||
• | Refine logo | • | Reposition "ASW Private" | • | Create entirely new | allows | |
• | Make visual language | brand | products | • | Create strategic flexibility | ||
for potential larger | |||||||
more luxury travel | • | Build team of travel | • Create products for new | ||||
opportunities | |||||||
focused | designers to drive offline | membership model | |||||
business | |||||||
Go-live was on | Hired key people; | Adding new partners | Reduced by 65% over | ||||
26th November | push from new model | last 18 months |
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