Introduction and Overview

THE POWER OF HYATT

Hyatt is a global hospitality company with over 55
years of experience, a rich corporate culture and a
long-term strategic focus.

587
properties with

155,265
rooms in

50

Financial strength
through diverse earning streams with
strong balance sheets and a strong
liquidity position ($685 million in cash
and liquid assets with $1.5 billion of
borrowing capacity)

97,000+
associates in 50 countries

Full-service GMs have an

average tenure of

22 years

countries, across

10
premier lodging brands
present in

More than 75

Executive team has an average of

20 of the 25

of our hotels hold four diamond

status, and one property holds five
diamond status

of experience

most populous urban

centers around the globe

30 years

Source: Q4 2014 Earnings Release. Current as of December 31, 2014

THE HYATT BRAND FAMILY

Hyatt holistically approaches hospitality by owning,
managing and franchising hotels, distinguishing us
as a steward of our brands.

34 hotels

12 hotels

43 hotels

150 hotels

41 hotels

6,725 rooms

2,433 rooms

23,974 rooms

71,130 rooms

9,205 rooms

216 hotels

59 hotels

27 properties

3 hotels

2 hotels

29,357 rooms

8,281 rooms

2,279 rooms

1,340 rooms

541 rooms

As of December 31, 2014

PREFERENCE THROUGH PERFORMANCE

Since day one, Hyatt has continually innovated to meet
customer needs, driving preference for our brands.
More than 55 years later, this mission is still at the
heart of what we do.

HYATT FOUNDING
Jay Pritzker founded Hyatt when
he purchased the Hyatt House
hotel adjacent to the Los Angeles
International Airport.

FIRST HEADQUARTERS
Hyatt established its first headquarters in
Burlingame, California, on what is today
the site of the Hyatt Regency
San Francisco Airport.

1957

1959

INCREASING SALES
Hyatt established three new regional
sales offices, serving Northern California,
Southern California and greater Chicago
and the Midwest. A toll-free, direct
reservation line to Hyatt House hotels
was set up for approximately three dozen
major cities.

1964

FIRST HYATT REGENCY

Hyatt introduced the first
John Portman atriumstyle hotel: the Regency
Hyatt House in Atlanta.

1967

INTERNATIONAL EXPANSION
Hyatt Regency Hong Kong
welcomed its first guests in
1969 as the first international
Hyatt hotel.

1969

FIRST PARK HYATT

Renowned visionary, philanthropist and
entrepreneur Jay Pritzker opens the first
Park Hyatt hotel, Park Hyatt Chicago,
after founding the brand only a year
earlier.

CENTRAL RESERVATIONS
Hyatt opened a central
reservations office with an
800 number in Omaha.

1972

GRAND HYATT BRAND LAUNCHED

The Grand Hyatt brand launched with
the opening of the Grand Hyatt New York,
establishing Grand Hyatt as Hyatts
sophisticated and distinctive brand.

1980

LOYALTY REWARDED
Hyatt Gold Passport made its debut as
Hyatts signature loyalty program. Today,
Hyatt Gold Passport is regarded as a toptier loyalty program and is perceived by
guests as one of the best in the industry.

1987

HYATTS REFRESHED IDENTITY

Hyatt emphasizes the Hyatt touch,
placing the tagline Feel the Hyatt Touch on
Hyatts advertising, featuring the new Hyatt
crescent logo. The crescent shape is meant to
symbolize Hyatts sunrise-to-sunset
service.
WEBSITE LAUNCH
Hyatt launched Hyatt.com, giving Hyatt its
first online presence. Today Hyatt.com is a
main driver of revenue, having generated
over $800 million to date.
HYATT VACATION CLUB
Hyatt entered the vacation ownership
industry in 1994. The following year, Hyatt
opened its first Vacation Club property,
Sunset Harbor, in Key West, Florida, to
much acclaim.

1990s

AMERISUITES ACQUISITION
In December 2004, Hyatt announced it
would acquire AmeriSuites, an upscale
chain of all-suite business-class hotels,
from affiliates of the Blackstone Group.

NEW HEADQUARTERS
Hyatt moved into the Pritzker Realtydeveloped Hyatt Center office tower
in Chicago.

2004

2005

SOCIAL NETWORKING
Hyatt launched Hyatt Concierge,
making Hyatt the first hospitality
company in the world to deploy a
designated concierge site on Twitter.

FIRST HYATT PLACE

Hyatt launched its next-generation,
select service brand, Hyatt Place,
rebranding the AmeriSuites properties
acquired in 2004.

2006

BIRTH OF THE ANDAZ BRAND

Hyatt introduced its Andaz brand
and opened its first hotel without
the Hyatt name, the Andaz
Liverpool Street in London.

2007

HYATT RESIDENCE CLUB

Also in 2009, Hyatt launched Hyatt
Residence Club, a collection of
residences that combine the longterm value of homeownership with
Hyatts signature freedom and
flexibility in exclusive destinations.

2009

THE HYATT CARD

The Hyatt Card was introduced,
partnered with Visa, which made it
easier than ever for guests to earn
Hyatt Gold Passport rewards points
and special offers.

2010

LODGEWORKS ACQUISITION
Hyatt acquired 20 hotels and the
management or franchise rights to an
additional four hotels from LodgeWorks,
L.P. Key members of the LodgeWorks
management and development team
joined Hyatt as part of the transaction.
HYATT THRIVE
Also in 2011, Hyatt introduced Hyatt
Thrive, Hyatts global corporate
responsibility platform.

2011

HYATT HOUSE BRAND LAUNCHED

Hyatt evolved its extended-stay brand
into a distinctive new hotel concept
Hyatt House. As a part of the rebranding,
all Hyatt Summerfield Suites and 15
Hotel Sierra properties underwent official
name and signage changes.

2012

INAUGURAL INVESTOR MEETING

Hyatt hosted its first Investor Meeting in
Company history.

NEW ALL INCLUSIVE OFFERING

Hyatt entered the all inclusive
market with the opening of its first
two all inclusive resorts, Hyatt Ziva
Los Cabos and Hyatt Zilara Cancun.
Hyatt Ziva will corner the family
travel market, while Hyatt Zilara will
cater to adults.

GENERATING REVENUE
Hyatt closed the sale of 10 Hyatt, Hyatt Place
and Hyatt House hotels, totaling 1,560 rooms,
for approximately $313 million. Hyatt also sold
38 additional select service hotels to Lone Star
Funds, with the portfolio consisting of Hyatt
Place and Hyatt House hotels totaling 4,950
rooms. As part of the sale, Hyatt entered into
a franchising agreement, with all hotels
retaining their existing Hyatt Place and Hyatt
House branding.

HYATT CENTRIC BRAND ANNOUNCED

In January, Hyatt announced the Hyatt
Centric brand, a new lifestyle concept that
will deliver an upscale, cosmopolitan
experience in the heart of prime destinations.

2013

2014

2015

10

HYATT WORLDWIDE LOCATIONS

Hyatts portfolio of 587 properties in 50 countries
ranges from luxury to the select service segment,
generating widespread appeal for our brands among
our diverse clientele.

PARK HYATT

ANDAZ

GRAND HYATT

HYATT REGENCY

HYATT

HYATT PLACE

HYATT HOUSE
ZILARA

ZIVA

As of December 31, 2014

587

155,265

50

PROPERTIES

ROOMS

COUNTRIES
11

HYATT DOMESTIC LOCATIONS

PARK HYATT

ANDAZ

GRAND HYATT

HYATT REGENCY

HYATT

HYATT PLACE

397
PROPERTIES

HYATT HOUSE

As of December 31, 2014

12

INNOVATION THROUGH INSIGHT

Successful innovation has been a hallmark of Hyatt since
its founding. Our dedication to innovation begins at the
highest level in our organization, ensuring that we
continuously explore and pursue new opportunities for
enhancing the guest experience in each of our brands,
while generating superior results for our property owners.

13

SERVICE
Hyatt has been successful in introducing new
service models to the industry, launching
brands based on customer data and insights
to address the specific needs of our guests:
select service with Hyatt Place, boutique
inspired with Andaz and extended stay with
Hyatt House. Hyatts goal is to continually
innovate to increase the level of personalized
service received by each guest.
In 2015, Hyatt introduced free Wi-Fi to all
Hyatt locations worldwide, regardless of
booking method or loyalty program
participation. Free Wi-Fi is now accessible
on an unlimited number of devices in Hyatt
guestrooms and social spaces. This offering
reinforces Hyatts dedication to innovating
the guest experience by listening to and
responding to guests needs.

14

FOOD & BEVERAGE

In 2012, Hyatt introduced Food Thoughtfully
Sourced, Carefully Served, an industry-leading,
global effort and new philosophy to provide
healthy, sustainable and responsible food and
beverage options for guests and associates.
Hyatt has a history of culinary excellence,
with four restaurants having received Michelin
Stars: NoMI at Park Hyatt Chicago, Le Pur
at Park Hyatt Paris-Vendme, Keyakizaka at
Grand Hyatt Tokyo and Restaurant VUN at
Park Hyatt Milan.
Hyatt continues to push the culinary envelope,
evident in the exceptional culinary talent and
many award-winning restaurants across our
selection of brands.

15

DESIGN
Throughout Hyatts history, design has been
a focal point. John C. Portman, Jrs pioneering
atrium design in 1967 for Hyatt Regency Atlanta
became one of the innovations for which he and
Hyatt are known. The groundbreaking atrium
design continues to influence hotel design and
is still at the heart of many new Hyatt
developments.
Hyatt continues to be on the cutting edge
of design by incorporating the work of
renowned architects and interior designers
into Hyatt hotels.

16

CORPORATE RESPONSIBILITY
Our overall commitment as a company is to make our communities
places where our colleagues are proud to work, our guests want to visit,
our neighbors want to live and our owners want to invest. We activate
this commitment through Hyatt Thrive, our corporate responsibility
platform, which is rooted in our belief that for our business to thrive,
our people, communities and planet must also thrive.

17

OUR PEOPLE
Diversity and inclusion at Hyatt is about more
than simply finding acceptance; its about
relating in unique and personal ways to people
of all nationalities and from all walks of life. We
have created a diversity and inclusion framework
to achieve our vision of building and sustaining
an environment where people are embraced and
valued for who they are. It is built on the
following pillars:
WORKFORCE
Recruit, retain and develop high-performing, talented
and engaged associates with diverse backgrounds and
perspectives to signal our belief that each individual is
critical to the success of our business as a whole.

Fortune 100 Best Companies to Work For List In America

Second consecutive year

Best Places to Work

for LGBT Equality
2014
10th consecutive year
Human Rights Campaign

#12Top 50 Best Places

for Diverse & Women
Managers to Work
2014
Diversity MBA Magazines

Recognized by the Great Place to Work Institute as a top

employer in six countries

WORKPLACE
Acquire the skills to work together as a diverse team
and better serve our global customers through our
ability to educate, advocate and communicate in
order to foster an inclusive, engaging culture and
work environment.
MARKETPLACE
Create a diverse workforce that enables Hyatt
to not only mirror the communities we serve, but
also become the preferred brand by building valued
partnerships with diverse customers, suppliers
and developers.
18

OUR PLANET
At Hyatt, we see environmental stewardship as
not only the right thing to do for the planet, but
also the right thing to do for our business. Our
approach to environmental stewardship is built
on three focus areas:
USE RESOURCES THOUGHTFULLY
Our hotels have made progress toward our reducing our
environmental impact, improving our procurement
practices, implementing operational best practices and
training our colleagues about ways to conserve in their
daily work.
BUILD SMART
Hyatts Sustainable Design Guidelines address the siting,
design and construction of our buildings and specify
environmentally preferable materials, technology and
design features that help conserve resources.
INNOVATE AND INSPIRE
We seek to spur change across our spheres of influence
and to foster innovation and inspiration among our
colleagues, owners and other partners to evolve and
improve.
HIGHLIGHTS
Increased LEED-certified properties to 14
84% of managed hotels globally recycle at least one waste stream
80,000 lbs. of amenities were donated to Clean the World in 2013

19

OUR COMMUNITIES
Thriving communities are central to everything
that Hyatt does. Robust communities with
excellent educational opportunities support the
highly qualified workforce our hotels demand,
while culturally rich cities and towns serve as
desirable destinations for our guests and our
neighbors. We take special pride in caring for
every community, ensuring it is better because
Hyatt is there.
Through volunteerism, philanthropy and
community investment and disaster relief efforts,
we are working to make a noticeable difference
in our communities.
HIGHLIGHTS
Raised $270,000 to support Philippines
Typhoon Haiyan relief efforts
Promoted reading and writing skills among
30,000 students through partnership with
Room to Read
Invested $750,000 in career readiness
programs in Brazil

20

HYATT NEEDS TO PARTNER

WITH TRAVEL ADVISORS.
Why?

HYATT NEEDS TO PARTNER

WITH TRAVEL ADVISORS.

3 REASONS

T H E Y H AVE H I G H
CONSUMER INFLUENCE

THEYRE BIG BUSINESS

(AND GROWING)

C O M P E T I T O R S H AVE
E S TAB L I S H E D O F F E R I N G S

REASON
1

Travel advisors have high consumer influence

Being a travel advisor means more than simple executing bookings - travel advisors
influence client travel decisions and qualify clients for certain brands or properties,
resulting in the right guest at the right hotel.

Rather than merely

booking transactions or
acting as order-takers,
agents now function as
travel advisers. They
work collaboratively
with clients to sort
through vast amounts of
information and make
informed decisions,
much like financial
advisers assist clients in
managing their money.
IRENE LEVINE
Forbes, 9/30/14

REASON 1

Travel advisors have high consumer influence

Travel planning has gotten more complicated for
consumers, driving more of them to use travel advisors.

ADVISOR BUSINESS
IS GROWING
77% of travel advisors surveyed by
Hyatt said their businesses are
either growing or growing
significantly

77%

Travel advisors manage your

most valuable and nonrenewable asset: your time.
MATT UPCHURCH
Forbes, 9/30/14

Growing
Flat or declining

In 2014, over half of travel advisor users in the U.S

reported that travel experiences planned by agents
were better than those that they planned themselves.

Travel advisors are big business (and growing)

REASON 2

Travel advisors are an important part of Hyatts

business, with at least 30% of FIT business booked
through advisors annually

TA business
Non-TA business

H Y ATT A N N U A L R O O M R E V E N U E

H Y ATT A N N U A L R O O M N I G H T S

$3, 500, 000, 000

20, 000, 000

18, 000, 000

$3, 000, 000, 000

* Data through Sept

2014

16, 000, 000

$2, 500, 000, 000

14, 000, 000

12, 000, 000

$2, 000, 000, 000

10, 000, 000

$1, 500, 000, 000

8, 000, 000
6, 000, 000

$1, 000, 000, 000

4, 000, 000

$500, 000, 000

2, 000, 000

$-

2009

2010

2011

2012

2013

2014*

2009

2010

2011

2012

2013

2014*

REASON 2

Travel advisors are big business (and growing)

Travel advisors book higher room rates than non-advisors. In 2014,
TA-booked ADRs were 5% higher than the total FIT business.

TA business

H Y ATT A N N U A L T R A V E L A D V I S O R A DR

Total FIT business

$210

* Data through Sept

2014

$200

$190

$180

$170

$160

Average daily rate

$150
2009

2010

2011

2012

2013

2014*

REASON 2

Travel advisors are big business (and growing)

Hyatts Travel Advisor business is growing faster than FIT business as a whole.
Through September 2014, YoY TA business growth is 8% and total FIT business is 7%.

H Y ATT R O O M R EV EN U E G R OW T H R ATE
2009 - 2013

42%
TA Business

36%
Total FIT
Business

H Y ATT R O O M N I G H T G R O W T H R ATE
2009 - 2013

38%
TA Business

30%
Total FIT
Business

REASON 3

Competitors have established offerings

Competitors programs help top advisors provide even more value to their clients
and while these programs influence advisors, theyre only available to top agencies.

FOUR SEASONS
PREFERRED
PARTNERS

RITZ CARLTON
STARS

DORCHESTER
DIAMOND CLUB

Education

STARWOOD
LUXURY
PRIVILEGES

STARWOOD PRO

Benefits gated
behind online
training modules

Benefits gated
behind online
training modules

FAIRMONT FAMOUS

MARRIOTT HOTEL
EXCELLENCE

Benefits gated
behind online
training modules

Points

Client
benefits

GM welcome
Late checkout
In-room amenity
Breakfast (2)
Room upgrade

Hidden until
advisor speaks to
property directly

Guaranteed upgrade
Complete breakfast
Local currency as
credit
Unlimited internet

Breakfast (2)
Welcome amenity
Room upgrade*
Early check-in*
Late checkout*

Advisor
perks

Custom reco emails

for clients
Branded
communications
3 bookings = $50 cash

4-hour response
guarantee

Branded
communications

StarPRO rates
(gated behind
training modules)

Contact sheet of at
least 4 people for
every property

Dedicated
Guardian Angels

Support
contact

Workflow
tools

Floor plans for

specific room

StarPRO rates (gated

behind training
modules), 1 night toward
elite status for every 20
booked

Contact sheets for

every property

Custom fact sheets

Red Coat app

*when available

HYATT NEEDS TO PARTNER

WITH TRAVEL ADVISORS.
How?

Theres an opportunity to involve Hyatts entire brand portfolio

Travel advisors, even those who focus on luxury, book far beyond Hyatts luxury properties.

Andaz
Park Hyatt

ANNUAL ROOM NIGHT DISTRIBUTION

O F TA B O O K I N G S B Y B R A N D

7, 000, 000

Hyatt
Hyatt House
Grand Hyatt

6, 000, 000
5, 000, 000

Hyatt Place
Hyatt Regency
* Data through Sept 2014

4, 000, 000
3, 000, 000
2, 000, 000
1, 000, 000
0
2009

2010

2011

2012

2013

2014*

Hyatt can use its brand

portfolio to create a
differentiated travel
advisor program.
Advisors book a range of hotels, so a program that extends beyond luxury properties
and is consistent across each brand can be leveraged as an advantage.

MAIN OBJECTIVE
Understand travel advisors needs to help Hyatt create a
differentiated and meaningful
program that drives
Objective
knowledge and preference for Hyatts brands.

Research focused on understanding travel advisors and uncovering

actionable insights to drive the creation of a new program

S TAK E H O L D E R I N T E R V I E W S
We interviewed several Hyatt
stakeholders to understand
programs past and present, key
metrics for success, and primary
operational concerns.

T R AV E L AD V I S O R I N T E R V I E W S
Using Skype as well as in-context
techniques, we interviewed and
shadowed 17 advisors of varying types
to get a sense of what they were doing,
using, and feeling at different points in
their process.

A D V I S O R B R A I N S T OR M I N G
After synthesizing our data from
interviews into several insights and
opportunity areas, we brought a
group of 6 advisors together to
brainstorm ideas of future programs
alongside us.

We learned from travel advisors around the world

We spent time in person and over Skype with travel advisors,
listening to their stories, learning about their values, and getting
their perspective on our concepts throughout the process.

2 Russia

2 Canada
7 LA

4 London

31
Chicago

T R AVE L TY P E

EXPERIENCE

39 Leisure
12 Corporate
27 MIxed

34 >20 years
33 5-20 years
11 <5 years

ADVISOR TYPE

L O C ATI O N

53 In-house
25 Independent

66 Office based
12 Home based

14 NY
1 China

10
Rest of US

1 Brazil
1 Chile

78

T R AVE L AD V I S O R S

5
Australia
LUXURY CONSORTIA
67 Members of at least one
11 Not a member

KEY INSIGHT 1

All types of advisors share a common goal:

delivering an excellent client experience.
If we focus on helping them achieve this goal, its possible to
create one program that provides value for all of them.

T R AVE L AD V I S O R

CLIENT

KEY INSIGHT 2

However, advisors cannot deliver an excellent

client experience without support from suppliers.

T R AVE L AD V I S O R

CLIENT

Advisors receive
consistent support from
Hyatts sales team
Many advisors felt supported and connected
to Hyatt, citing the intangibles that Hyatt
brings to the relationship between properties
and advisors.

Having a Rebecca is instrumental

in that process I had clients
that wanted to go to a random
Hyatt in Paris and I went to her,
who can I contact. I was so
relieved I had her.
ANGIE

We build relationships with

hotels, with suppliers, and they
get to know our clientele and we
know that we can trust them to
care of the clients 100 percent.
JILL

KEY INSIGHT 4

There are 3 ways a travel advisor needs to be supported

S U P P O RT M Y
PROCESS

SUPPORT MY
BUSINESS

SUPPORT MY
CLIENTS

KEY INSIGHT 4

There are 3 ways a travel advisor needs to be supported

S U P P O RT M Y
PROCESS

SUPPORT MY
BUSINESS

S U P P O RT M Y
CLIENTS

SUPPORT MY PROCESS

Advisors want to spend more time serving their clients, but

managing cumbersome processes demands a lot of their
time
ADVISORS BUILD TRUST IN
SUPPLIERS WHEN THEY
PROVIDE:
Facts and knowledge presented in a
clear and organized way to help me get
what I need in the moment to
compare, contrast, and make
decisions.

A streamlined and convenient way to

communicate with the property
during planning to ensure a smooth
client stay.

ADVISORS LOSE TRUST IN

SUPPLIERS WHEN:

Information is superfluous, confusing,

nonexistent, or difficult to find

Planning with a hotel requires

constant hoop-jumping

SUPPORT MY PROCESS

Finding clear information can be difficult

Information can be confusing, hard to find, or nonexistent, and travel
advisors often struggle to put all the scattered pieces of the puzzle together.

D E L AYE D R E S P ON S E S

M U LTI P L E S OU R C E S

Talking to someone on property

is often the most direct route to
clarity but emails and calls often
go neglected for hours or days.

Paper sales materials, promo

emails and various websites all
hold relevant information that
must be dug up when needed.

Our clients don't like to wait, it is

about instant gratification, they want
the price and best room NOW.
Specific questions can't always wait
48 hours for a response, would be
great to go to the property directly.
JOHN PAUL
COASTLINE TRAVEL,
LOS ANGELES

When I have high level people on the

phone, they have to be confident I
know what I'm talking about. I was
looking at everything all at once.
STEVE
PROTRAVEL,
LOS ANGELES

GENERIC/UNVETTED
SUGGESTIONS

Advisors turn to the internet for research

but often find that recommendations are
either obvious, or coming from untrusted
sources.
I never go to the Four Seasons
concierge, I go to the bell hop, theyll
give me something unique. The
concierge always has their list that
they go off of. It goes against what we
are trying to do here.
MELISSA
JET SET WORLD TRAVEL,
CHICAGO

SUPPORT MY PROCESS

Planning with a hotel can require constant hoop-jumping

The process of planning a trip while coordinating with properties can be difficult to navigate; a constant stream of new
contacts, no shared info across properties, and dropped or untimely service only reinforce the negative experience.

LACK OF CONTROL

R E L AYI N G C L I E N T I N F O

C H A N G I N G C O N TAC T S

Its hard for advisors to support their

clients while theyre traveling or on
the property, which leads to
increased dependence on the hotel to
respond to requests and act on the
advisors behalf.

Advisors continually follow-up with

properties to deliver and ensure that
client information was received,
which leads to an ongoing game of
telephone and wasted time for
both the property and advisor.

Advisors realize the industry is one built on

relationships. Continuous shifting of team
members creates challenges for advisors to
communicate with properties and feel
supported by a brand.

But if someone is always working to

make the best of it and rectify
situations and help you keep loyalty of
your client. Same thing with your
clients things are going to go wrong.

NICOLE
PAUL KLEIN
TRAVEL, CHICAGO

[It] helps us to have a past history of

our clients. We have to talk to hotels a
lot and we get passed around and info
is frequently lost. Anything that
makes communication more seamless
makes that helpful.

JASON
BRUVION, LOS
ANGELES

The turnaround between all these sales

directors is constant. And suddenly this
sales director is with another vendor. So
thats why its so important for us to
know who our contacts are.

CAROLINE
PAUL KLEIN TRAVEL,
CHICAGO

1
Opportunity

SUPPORT MY PROCESS BY OFFERING TO

MAKE ME MORE EFFICIENT

PROGRAM PRINCIPLES
ACCESSIBILITY

C O L L A B O R ATI O N

Give me access to just-in-time

information that respects my time.

Help me work together

with the property to
respond to client issues.

KEY INSIGHT 4

There are 3 ways a travel advisor needs to be supported

SUPPORT MY
PROCESS

SUPPORT MY
BUSINESS

S U P P O RT M Y
CLIENTS

SUPPORT MY BUSINESS

Advisors want their professional skills be recognized, but

their expertise goes unacknowledged
ADVISORS BUILD TRUST IN
SUPPLIERS WHEN THEY
PROVIDE:
Connections to the right people who
work on property and across
properties to help me weight options
and deliver the best trip for my client.

Appreciation for my time, skill, and

the business Im bringing you while
youre sharing knowledge or
interacting with my client.

ADVISORS LOSE TRUST IN

SUPPLIERS WHEN:

Personal relationships can be hard to build

Professional respect is undermined

SUPPORT MY BUSINESS

Personal relationships are hard to build

Advisors want their trusted networks to grow so they can support their
clients broadly, but personal networks take time and energy to foster.

S I L O E D R E L A TI O N S H I P S

L I M I T E D FAC E T I M E

Relationships with one NSR, GM

or DOS often dont translate
across properties, often leaving
advisors feeling uncertain about
their real value to the brand.

Large agencies get frequented by sales to

stay up-to-date, but at-home advisors
and smaller agencies have to go out of
their way to make connections.

That is super important because

Hyatt has so many products and it is
a pain when my relationship and
history doesn't translate. So, if it can
track my history that is incredibly
helpful.
JASON,
BRUVION, LOS
ANGELES

I would really especially love [vendor

connections] because I dont feel like
there is enough connectionI think
[office advisors] have the advantage
because it is easier for [vendors] to go to
an office. There has to be a better way for
[home agents] to have the same
advantages as office agents.
G, AMEX

SUPPORT MY BUSINESS

Professional respect often feels undermined

Advisors want to be respected for their professional skill, time and expertise,
and sometimes feel hotels are trying to cut them out of the process completely.

R E M E DI A L E D U C ATI O N

OUT OF THE LOOP

STEALING CLIENTS

Many online educational

opportunities from hotel brands
focus on general selling tips and
how-tos, which advisors find
wasteful of their time and
insulting of their skill level.

Advisors feel let down by their

sales reps when they arent kept
in the loop about new offerings,
especially when theyre pointed
out by a client.

Properties often reach out

directly to clients with
promotions once theyve stayed
on property - the ultimate slap in
the face to an agent.

I don't use certain programs that

make me get "certified" or spend
time away from my business, then I
don't think it is worth it You are
making me go through hoops and
jumps.
NICOLE
PAUL KLEIN TRAVEL,
CHICAGO

What is embarrassing, it doesnt

happen often, is when a client hears
about a new hotel before I do.
JENNIFER
SENTINEL TRAVEL,
CHICAGO

Everyone is poaching, but the good

[hotels] will encourage clients to
contact their travel agents. Really
good ones will give agents
commissions for subsequent stays for
their clients.
MARTIN
ALTOUR, NEW YORK

Opportunity

SUPPORT MY BUSINE SS BY OFFERING

TO

TREAT ME LIKE A
PROFESSIONAL PARTNER
PROGRAM PRINCIPLES
RESPECT

T R A N S P AR E N C Y

Show me appreciation for the

business I bring you and honor
the relationships I have.

Keep me in the know and up

to date with whom I should
know and what I can offer to
my clients.

KEY INSIGHT 4

There are 3 ways a travel advisor needs to be supported

SUPPORT MY
PROCESS

SUPPORT MY
BUSINESS

S U P P O RT M Y
CLIENTS

SUPPORT MY CLIENTS

Advisors want to offer clients something special and unique,

but advisors are often let down by hotels in delivery
ADVISORS BUILD TRUST IN
SUPPLIERS WHEN THEY
PROVIDE:
Differentiation in value from the
internet by being able to offer
amenities and benefits that cant be
accessed without me.
Assurance that my client will get
special attention while theyre on the
property so every one of their desires
and requests will be addressed.

ADVISORS LOSE TRUST IN

SUPPLIERS WHEN:
Unique value cant be delivered

Special attention isnt given

SUPPORT MY CLIENTS

Unique value cant always be delivered

Advisors want to prove their value by offering benefits that a client cant get
or find on their own, but a lot of hotels dont have differentiated offerings.

LIMITED PROPERTY REACH

The extra benefits an advisor can add
are often limited to the properties that
are either represented in a consortia or
have a personal connection.

Pulled a lot of business out of Classic

to reach Preferred Partner goal
because our clients werent getting
amenities when we left Virtuoso and
thats a real drawback for them.
JILL
JET SET WORLD
TRAVEL, CHICAGO

You go online to
fourseasons.com, I can get you a
better rate and my rate will
include amenities.
STEVE
PROTRAVEL, LOS
ANGELES

SUPPORT MY CLIENTS

Special attention isnt always given when needed

Advisors believe that every experience on property will reflect back onto them, and not
delivering on what was promised to a client breaks trust and causes future suspicion.

BROKEN PROMISES

IGNORING OR
U N D E R C O R R E C T I N G M I S T AK E S

Even with impeccable planning,

clients often dont receive
benefits that were promised to
the advisors, such as amenities.

A lot of times the amenities aren't

fulfilled and then it looks bad on you.
I would love that if I got updates
about clients getting French
Champagne and fruit tray after they
checked in.
MELISSA
JET SET WORLD
TRAVEL, CHICAGO

When clients have sub-par experiences on

property, hotel associates often hesitate to
let the travel advisor know, admit mistakes,
or correct the issue appropriately.

I booked a very VIP clientHe checkedin at 6pm in the evening and his room
wasnt readyTheir reaction was
completely flat. I told [the GM] this
would never happen at Four Seasons. The
mistake would be the same, but the
reaction would be completely different.
MARA-OLGA
COCHA, CHILE

Opportunity

SUPPORT MY CLIE NTS BY OFFERING TO

HELP ME HELP MY CLIENTS

PROGRAM PRINCIPLES
UNIQUENESS

ATT E N T I O N

Help me offer and get

credit for things my client
cant get on their own.

Show me you can truly

support and anticipate my
clients needs on property.

THE CHALLENGE
Increase
of new Hyatt Travel
A program can deliver
on awareness
all these opportunity
Advisor
Program
and drive reservations by
areas by adhering
to these
principles.
travel advisors across all of Hyatts brands
1

MAKE ME MORE EFFICIENT

T R E AT M E L I K E A
P R OFES SI ONA L PARTNER

HELP ME HELP MY CLIENTS

Accessibility

Respect

Uniqueness

Give me access to justin-time information that

respects my time.

Show me appreciation for the

business I bring you and honor
the relationships I have.

Help me offer and get credit

for things my client cant
get on their own.

Collaboration

Transparency

Attention

Help me work together with

the property to respond to
client issues.

Keep me in the know and up to

date with whom I should know
and what I can offer to my
clients.

Show me you can truly

support and anticipate my
clients needs on property.

CHALLENGE

Goal: Increase awareness of new Hyatt Travel Advisor Program and drive
reservations by travel advisors across all of Hyatts brands
Target: Travel Advisors
The core message we want to convey: Hyatts new travel advisor program
treats advisors as professional partners, helping them plan more effectively
and look like rock stars to their clients. Hyatt supports travel agents so they
can support their clients.
Campaign Budget: $1,000,000
Advertising Focus: U.S. Market
(Refer to the brief for more details, including trade media information)

E V A L U AT I O N

1. Sound strategy and business reasoning (1/3)

A good grasp on the target market (Travel Advisors)
Program platform and ideas
Why you chose your campaign elements and media choices
2. Creative execution of your campaign (1/3)
Clarity and cleverness of the campaign theme/message
Integrated execution (how the parts work together as a whole)
Creativity and design of your campaign
3.

Presentation (1/3)
Teams presentation / public speaking abilities
Originality and clarity of the pitch
Visual quality, props, etc

THE PRIZE

Winning team
Each member gets an opportunity to interview under real
conditions and get individual career counseling by Hyatt
marketing team members
Best candidate will have the opportunity to be considered
for Hyatts summer internship program

Questions?

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