Key Problem/ Opportunity
• The Rosewood Hotels & Resorts (Rosewood) has very little brand recognition amongst both their actual and potential clientele.   Although each of their signature properties is a distinctive luxury hotel, there is no comprehensive brand strategy that would encourage their patrons to stay at another one of the company’s locations.
New Information
• From 2003 to the present, Rosewood increased its number of hotels from 13 to 20 (53% property growth rate), and has two more scheduled to open in 2012.   This occurred despite their departure from Asia Pacific market.   In comparison, the Four Seasons had an increase of 52%, the Ritz-Carlton 60%, and 36% at Orient-Express.
• The Rosewood expansion created 974 new guest rooms throughout the enterprise, with 440 more planned by the end of 2012.
• Half of the current hotel collection has the Rosewood name in the hotel title.   Some older hotels were renamed, and most new hotels are now branded with Rosewood in the name.
• Rosewood is not a publically traded company, so there is no ready access to the data needed to determine if the corporate branding strategy met its projected success.
• The customer lifetime value (CLTV) model developed by Rosewood shows a distinct advantage of corporate branding over individually branded products.   This advantage was $82.60 per customer, which was projected to yield over $29 million in revenue.   With this data, I strongly concur with Scott’s decision to implement a corporate branding strategy.
• Furthermore, I would implement Boulogne’s suggested incorporation of the Rosewood brand directly preceding the name of properties.   This was done to some extent, but I would apply this to all the hotels.   Although there is concern about alienating some guests, the potential gains from increasing brand awareness far outweigh any loss of business from the very few who would not book again due to something as simple as a name change.   Most people would...