A new membership model
and visual identity
2 6 t h N O V E M B E R 2 0 2 4
E I G E N K A P I T A L F O R U M , F R A N K F U R T
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
COL L E CT I ON | BE S POKE T R AV E 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 | |
HOS PI T AL I T Y | E V E NT S |
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 strong growth
Most recent sales results up; EBITDA slightly down but 90% oof 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 | ||||||
66.0K | 1.4M | |||||
63.8K | 1.1M | 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 today
2 | Refine | 3 | Build scale | 4 | Expand product |
ASW brand | in travel | range | |||
Position ASW as | Grow online and offline | Add more products to | |||
luxury travel brand | travel business | our portfolio | |||
• Refine what ASW stands | • Increase bookings for the | • | Create variations of | ||
for | Collection | existing products | |||
• | Refine logo | • | Reposition "ASW Private" | • | Create entirely new |
• | Make visual language | brand | products | ||
Build team of travel | • Create products for new | ||||
more luxury travel | • | ||||
focused | designers to drive offline | membership model | |||
business | |||||
Go-live today | Hired key people; | Conversations with new | |||
push from new model | partners |
5
Reduce
debt
Reduce debt and interest burden
- Repay outstanding debt as quickly as business allows
- Create strategic flexibility for potential larger opportunities
Reduced by 65% over last 18
months
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