Commercial & Marketing

2023 DUSIT LEADERSHIP CONFERENCE
Winning
the Commercial Game
ENERGISING DUSIT’S FUTURE
Nichlas Maratos Chetan Patel

Vice President Vice President
Commercial Marketing
2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 3

Commercial / Marketing Marketing Commercial

Individual Ownership, Collective Responsibility
Brand / Content Marketing
• F&B • Retail – • Retail – • Wholesale • Corporate • MICE • Banquet

(Excluding Internal External and
Dynamic Weddings Catering
Breakfast)
(Static)
• Wellness
(Series)
Revenue Optimisation

o Winning The Commercial Game o Winning The Commercial Game

o Distribution for Profit o Distribution for Profit
o Powering The Digital Future o Powering The Digital Future
o Optimising The Revenue Opportunity o Source Market Focus
o Commercial, Success Factors o Optimising The Revenue Opportunity
o Commercial, Success Factors
GM – 90 mins DOSMs / DORMs / DOMs – 270 min

Overall Session Outcomes
Gain a deeper understanding Understand the broader revenue

of the overall commercial strategy optimisation opportunity
Understand how to crack Understand how to better drive

the distribution puzzle commercial success
Understand how to take advantage

of the digital opportunity

Understand
How Consumers Buy

Understand How to
Stimulate Demand

Understand Cost of
Sale Deeper / Grow GOP

How Customer Find and Book Retail and Leisure Product *
How do we create Organic Content / Brand Delivery

awareness of our
products…. SEO / SEM / SMM / Display / Expedia / Agoda /
Brochure Contribution
Meta / Programmatic / Marketing Travel Ads
How do customers find

Digitally Offline
our product…..
What internal segment

of business do we track Retail - Internal Retail – External OTA Wholesale
the business againіt…..
What is the consumer

Standalone (Room Only) Bundle (Room + Flight)
product that gets sold …
What is the rate type that

Dynamic Static
gets booked…
Digital / Customer Engagement

How are the bookings Centre (soon) / GDS
Channel Connect Hotel Direct
received by us….
Hotel Direct
* Excludes Corporate, MICE and

Group Leisure
2023 Commercial
Strategy
A – Drive RevPar Growth
B – Grow Market Share
Drive Grow
RevPar Market
Growth Share
A B

2023 Commercial
Strategy C
A – Drive RevPar Growth
B – Grow Market Share
C – Enhanced Retail and Leisure Distribution Strategy Execution
A 1 B
Enhanced Retail and Leisure

Distribution Strategy Execution

2023 Commercial
Strategy Activating Brand
Led Digital
Marketing
Winning
through
CRM + Loyalty
A – Drive RevPar Growth D
B – Grow Market Share C E
F Strategically
D – Activating Brand Led Digital Marketing Enable
Alternate Grow /
E – Winning through CRM + Loyalty A 1 B
Balance OTA
Booking
F – Enable Alternate Booking Options Revenue
Options G
G – Strategically Grow / Balance OTA Revenue
H
H – Migration to Wholesale Dynamic
J – Enhanced Corporate / MICE Focus Migration to J Enhanced
K – Deliver Quality Revenue through GSOs Wholesale Corporate /
Dynamic MICE Focus
Deliver Quality Revenue

through GSOs
2023 Commercial
Enabling
Strategy Build Brand Equity,
Attract New
Digitalisation
through
A – Drive RevPar Growth Customers Tools + Data
B – Grow Market Share D E
L C M
D – Activating Brand Led Digital Marketing
E – Winning through CRM + Loyalty
F – Enable Alternate Booking Options
F A 1 B G

H – Migration to Wholesale Dynamic
J – Enhanced Corporate / MICE Focus N O
H J
K – Deliver Quality Revenue through GSOs
Simplify Deploy
L – Build Brand Equity, Attract New Customers Processes, K Efficiently,
M – Enabling Digitalisation through Tools + Data Streamline SOPs Educate Talent
N – Simplify Processes, Streamline SOPs
O – Deploy Efficiently, Educate Talent

L
Activating Brand Winning through

Led Digital CRM + Loyalty
D
Marketing
E
To provide travellers
F
a more personalised, Drive Grow
M
locally connected, Enable
Alternate
RevPar Market Strategically
Grow /
Booking
Growth
1 Share
Balance OTA
sustainable well-being N Options Revenue
experience whatever A B G
their purpose of travel. H
C
K Migration Enhanced
to Wholesale Corporate /
Dynamic J MICE Focus

Commercial Hero Metrics - Goals 2023
ENERGISING DUSIT’S FUTURE Double Weight Single Weight # GM KPI
HM1 # (10%) HM2 # (10%) HM3 HM4 # (5%) HM5 HM13 # (5%)
F&B Revenue –
Room Revenue Room Revenue
RevPar RGI RGD Restaurants and Bars
Forecast Accuracy Future PACE (excluding breakfast)
Actual = +6%/-6% to
Individual Target by +5 as Minimum Minimum
Budget Prior Month Forecast Budget
Hotel Growth 90% of 2019
Submission
HM6 HM6B HM7 HM8 # (5%) HM14
Internal Retail / % Dynamic F&B Revenue –

Rate Parity Score Direct Share
Wholesale Gap Wholesale Banquet/Catering
Above 85% 70% Direct share from 25% Mix of Total

(Adjusted X OTAs and X Bed 22 - 28% Wholesale Budget
Algorithm) Banks (Quarterly) (Apr – Dec)
HM9 # (5%) HM10 # (5%) HM10B HM11 HM12 HM15
Dusit Gold Sign Up Web Delivery Web / OTA Digital Spend / OTA Organic Social
Wellness Revenue
(Front Office) (Room Nights) Delivery Commission Ratio “Engagement” Score
30% of Non- 10% 20% Increase on

Gap < 30% 10% Budget
Member Check Ins (Apr – Dec) 2022 Engagement %

Distribution
for Profit
Korakot (KK) Edwardo (Edo) Jeongwuk (Jeong)

Kanchanapairoj Iswandi Suh
Director, Distribution Corporate Director of Sales Assistant Vice President
Strategy and OTA & Marketing Revenue Optimisation and
Partnerships - Hotels Business intelligence
(Key Responsibility for Wholesale)

Session Outcomes
Understand the goals of the Understand why the goals of Understand the “opportunity”
distribution strategy parity, retail / wholesale gap of reducing third party share
and wholesale dynamic are
relevant

2023 Retail + Leisure

Distribution Strategy Activating Brand
Led Digital
Winning
through
Marketing CRM + Loyalty
D
C E
D – Activating Brand Led Digital Marketing F Strategically
Enable
E – Winning through CRM + Loyalty Alternate Grow /
1 B
Balance OTA
F – Enable Alternate Booking Options Booking
Options G Revenue
H – Migration to Wholesale Dynamic H
Migration to
Wholesale
Dynamic

Evolution,
not Revolution
… but we have to take BIG BRAVE STEPS

Don’t allow others

to make the money
we could be making
… THINK LONG TERM versus short term

Distribution Goals
Retail – Internal Retail – Dynamic Static
(Digital) (Dusit Gold) External Wholesale Wholesale
(OTA)
Production
/ Share Increase Shift Increase Shift
Cost of
Sales Increase Decrease Decrease Decrease
Increase our profitability and customer ownership

ENERGISING DUSIT’S FUTURE 85%
Parity

GOAL
100%
85% 100%
50% 50%
Parity
0% 0%

GOAL
Dusit Beach Resort
100%
85% 100%
Guam
Dusit Suite Hotel

Ratchadamri
dusitD2 Chiangmai
50% 50%
dusitD2 Khao Yai
Parity Dusit Thani Manila

0% 0%

Parity in Everything
Is an exclusive deal bringing you extra customers or just shifting share
and growing your cost of sales?
Understand how Understand cost

consumer buy of sale

Parity not Parity

under control controlled
Win Win
on rate on margin
Dusit Loses

Third Party Share
GOAL
Less Than
30%
0% 30% 100%

We Own Our ARI
Partners will penalise us for disparity
We have to be strong in our violation process

Direct Partner B2B

OTA
42% 18% 40%
Third Party
Dynamic Static B2B

Wholesale
10% 40% 50%
Third Party

Sell directly Don’t give them

to strategic OTA / the opportunity to
wholesale need to buy from
partners each other

Third Party
Consumer Promise We will give you the best deal
Strategic Objective Steal share from each other

Wholesale /
Retail Gap

100% 100%
Dusit Beach Resort

Guam
Wholesale / dusitD2 Chiangmai
50%
Retail Gap 50%
GOAL
0%
22-28% 0%

“Path to 25”
GOAL
25%
Dynamic
Mix of Total
Wholesale

“Path to 25”
Dusit Thani Dubai
GOAL
Dusit Thani Abu Dhabi
25% Dusit Hotel Doha
Dynamic
Mix of Total
Dusit Thani Mactan Cebu
Wholesale
Dusit Thani Laguna

Singapore

Path to 25
% SHARE
Secondary Switch Live
EPS (Expedia * Partner Solutions) Revision / OD Launch
Migration Solution
HotelBeds Live
EPS (Expedia * Partner Solutions)
Tracking Adjustment
Group B Accounts Live Strategy by Hotel
Adjusted Commercials Launched Parity / Retail to Wholesale Gap

Account Management
New Tracking in Place
Third Party Share Improvement
D-Edge Group A Accounts Live
TIME

Refreshed Wholesale Commercial Terms

L I V E I N M AY
Rate integrity + Rate violation + Onward distribution Process for refunds

competitiveness reporting process terms on test bookings
Unavailability / PDPA Cleaner packaging Inclusion of option

nonfulfillment terms for B2C distribution
where relevant

Distribution for Profit
Workshop
Session Outcomes
Segmentation Accounts
Following a session based on the pre-work Following a session based on the pre-work
hypothetically consider how a mix shift hypothetically consider which accounts we
might positively effect ADR / Revenue might only deal with dynamically and
and GOP which static accounts we might move
away from

Wholesale Goals 2023

Dynamic / Connected
Current Connected Accounts New Connected Accounts
• Focused attention to grow • New accounts where we can drive

incremental business from key
• Grow direct share
source markets
Hotels / GSOs GSOs / Edo
Static
• Grow where market dictates the way • Contract with strict onward distribution
consumers buy / parity clause to protect parity

WORKSHOP
Segmentation Mix
Shift Modelling
Hypothetical

Revenue Plan 2023 – WhatIf
COMMERCIAL ROLL UP SEGMENTS
Room Night Room Night %Mix
2019 2021 2022 2023 vs 2022 %Chg 2019 2021 2022 2023 vs 2022 %Chg
DBAR - 211 360 2,720 656.1% DBAR 0.0% 1.4% 1.1% 5.6% 429.0%
Packages - 624 528 560 6.0% Packages 0.0% 4.1% 1.6% 1.2% -25.8%
Discounts - 6,264 13,329 12,380 -7.1% Discounts 0.0% 41.5% 39.4% 25.6% -35.0%
Retail - Internal - 7,099 14,217 15,660 10.2% Retail - Internal 0.0% 47.0% 42.0% 32.4% -22.9%
E-Commerce - 7,552 14,649 15,930 8.7% E-Commerce 0.0% 50.0% 43.3% 33.0% -23.9%
Retail - External - 7,552 14,649 15,930 8.7% Retail - External 0.0% 50.0% 43.3% 33.0% -23.9%
Wholesale - 86 459 2,530 451.7% Wholesale 0.0% 0.6% 1.4% 5.2% 285.9%
Group Leisure - 1 414 1,600 286.4% Group Leisure 0.0% 0.0% 1.2% 3.3% 170.4%
Wholesale + Group Leisure
Wholesale + Group Leisure - 87 873 4,130 373.3% 0.0% 0.6% 2.6% 8.5% 231.1%
Corp Negotiated - 207 1,112 2,840 155.3% Corp Negotiated 0.0% 1.4% 3.3% 5.9% 78.6%
Government - 4 - - 0.0% Government 0.0% 0.0% 0.0% 0.0% 0.0%
Corporate - 211 1,112 2,840 155.3% Corporate 0.0% 1.4% 3.3% 5.9% 78.6%
Group Business - 154 2,781 7,700 176.9% Group Business 0.0% 1.0% 8.2% 15.9% 93.7%
MICE - 154 2,781 7,700 176.9% MICE 0.0% 1.0% 8.2% 15.9% 93.7%
Contracts - - 179 2,070 1056.4% Contracts 0.0% 0.0% 0.5% 4.3% 709.0%
Complimentary - 47 170 500 194.1% Complimentary 0.0%
Grand Total Grand Total 0.0% 100.0% 100.0% 100.0% 0.0%
Without Comp - 15,103 33,811 48,330 42.9%
With Comp - 15,150 33,981 48,830 43.7%
%Occupancy 0.0% 42.5% 65.0% 66.9% 2.9%
ADR (SGD) Revenue (SGD) '000

2019 2021 2022 2023 vs 2022 %Chg 2019 2021 2022 2023 vs 2022 %Chg
DBAR - 700 388 500 28.9% DBAR - 148 139 1,359 874.6%
Packages - 511 458 533 16.2% Packages - 319 242 298 23.2%
Discounts - 378 364 380 4.4% Discounts - 2,368 4,856 4,708 -3.0%
Retail - Internal - 399 368 406 10.3% Retail - Internal - 2,834 5,237 6,365 21.5%
E-Commerce - 384 375 414 10.4% E-Commerce - 2,896 5,491 6,591 20.0%
Retail - External - 384 375 414 10.4% Retail - External - 2,896 5,491 6,591 20.0%
Wholesale - 302 146 341 133.3% Wholesale - 26 67 863 1187.3%
Group Leisure - 1,000 197 250 27.2% Group Leisure - 1 81 400 391.6%
Wholesale + Group Leisure Wholesale + Group Leisure
- 310 170 306 79.8% - 27 148 1,263 751.1%
Corp Negotiated - 328 234 290 23.9% Corp Negotiated - 68 260 824 216.3%
Government - 302 - - 0.0% Government - 1 - - 0.0%
Corporate - 328 234 290 23.9% Corporate - 69 260 824 216.3%
Group Business - 325 247 305 23.9% Group Business - 50 686 2,352 243.0%
MICE - 325 247 305 23.9% MICE - 50 686 2,352 243.0%
Contracts - - 382 291 -23.7% Contracts - - 68 603 782.2%
Complimentary - - 2 - 0.0% Complimentary - - 0 - 0.0%
Grand Total Grand Total
Without Comp - 389 352 372 5.9% Without Comp - 5,877 11,891 17,998 51.4%
With Comp - 388 350 369 5.3% With Comp - 5,877 11,891 17,998 4551.4%
RevPAR - 165 229 249 8.9% Other/Adjust - - - -
Revenue Plan Market Seg

Current Forecast
Segment RN ADR Revenue
Retail - Internal 15,660 32% 460 7,203,600 40%
Retail - External 15,930 33% 414 6,591,300 36%
Wholesale Static 1,060 2% 303 321,180 2%
Wholesale Dynamic 920 2% 343 315,800 2%
Wholesale FIT 1,980 4% 322 636,980 3%
Corporate FIT 2,840 6% 290 823,600 5%
Group MICE 7,700 16% 305 2,352,000 13%
Group Leisure + Series 2,150 4% 0 0%
Contracts 2,070 4% 291 603,000 3%
Grand Total 48,330 100% 377 18,210,480 100%
Retail Internal vs. External Wholesale Static vs. Dynamic

Total Internal External Static Dynamic
RNs 31,590 15,660 15,930 RNs 1,980 1,060 920
Sell Rate 437 460 414 Sell Rate 322 303 343
Revenue 13,794,900 7,203,600 6,591,300 Revenue 636,980 321,180 315,800
Retail vs. Wholesale

Total Retail Wholesale
RNs 33,570 31,590 1,980
ADR 430 437 322
Revenue 14,431,880 13,794,900 636,980



WORKSHOP
Dynamic / Static Mix

Modelling
Hypothetical



WORKSHOP
Exercise 1
10 Minutes

WORKSHOP
Who to work with

on a static basis

Revenue Plan 2023 – F_Top Accounts
Top 5 Online Travel Agency Accounts* Top 10 Wholesale Accounts*
Target Accounts Target Accounts
FY RNs ADR Revenue FY RNs ADR Revenue
(2023) (2023)
1 Booking.com 5,069 418 2,118 Wholesale Static
2 AGODA COMPANY PTE LTD 3,764 413 1,555 1 Mode Tour 120 303 36
3 EXPEDIA (THAILAND) LIMITED 2,904 412 1,196 2 Hana Tour 120 303 36
4 SHANGHAI CTRIP INTL 1,604 407 653 3 LoftTop 120 303 36
5 TRAVELOKA SERVICES PTE LTD 1,054 402 423 4 Trawish Private Limited 100 303 30
Total Top 5 14,395 413 5,945 5 H.I.S. International Travel 100 303 30
Balance of Accounts 1,535 421 646 6 JTB 100 303 30
Total Ecommerce 15,930 414 6,591 7 Qiyouji 100 303 30
8 Tuyi Travel 100 303 30
9 RMG Travel 100 303 30
10 SMI Travel 100 303 30
Wholesale Dynamic
1 Dida Travel 100 330 33
2 Flight Centre 100 360 36
Prework request was to ensure 3
4
Miki
Sun Series
100
100
350
350
35
35
all accounts being given static 5 Southall Travel 100 350 35
6 TBO 100 330 33
rates were listed under static 7 FIT Ruums 80 350 28
even if also on dynamic. 8
9
DNATA
Tuniu
80
80
350
330
28
26
10 Beijing Hoaqiao Travel 80 330 26
Total Top 10 Wholesale Static 1,060 303 321
Total Top 10 Wholesale Dynamic 920 343 316
Balance of Accounts 550 411 226
Total Wholesale 2,530 341 863

WORKSHOP
Exercise 2
5-8 Minutes

Which accounts are maybe

best not managed or a static
basis?

Are our competitor maybe

beating us in share because they
have adjusted their mix earlier?

Understand source
markets deeply and focus
on key source markets

Key Takeaways
Have a better understanding Have a viewpoint on where / how

of cost of sales we can migrate to more dynamic
channels

Powering the Digital
Future
01 – Set the priorities

02 – Set the right priorities
04 – Content Marketing
05 – Search Engine Optimization
06 – Paid advertising
07 – Digital Performance
08 – Let's do it

Guest Journey
The guest perspective
1 2 3 4 5
Inspiration Research Book Stay Post-stay

Guest Journey
Dusit seems to be the

We need a break! most popular in the area
I want to go on
I want a hotel with a holidays. I've never
SPA and want to do been to Dubai
some yoga
This hotel seems

Let's go, perfect for a family /
Where can we stay? romantic gateway
1 1 2 2
3
4
5 3 4 5

Guest Journey
Let's see what deals

we can get
I want to stay in
the sea view Suite
1 1 2 2 3 3
4
5 4 5

Guest Journey
My friends are
planning to come in
the area, I should
tag them
Look at this view,

the size of this room.
Let me post a pic...
1 1 2 2 3 3 4 4
5 5

Guest Journey
Dusit was Amazing!
Oh look they have a
special offer on
their Newsletter
The 48h exclusive

members offer is
coming up, I should
tell my friends to sign
up to get the deal
1 1 2 2 3 3 4 4 5 5

Guest Journey
Pre-arrival
SEO PPC
message
Social media PPC Retargeting Website relay EDM
Influencer Metasearch Metasearch Social media Social media
Content Loyalty sign

EDM UGC Retargeting
marketing up
1 1 2 2 3 3 4 4 5 5

Digital Marketing
Priorities
Set the priorities

What are your digital marketing priorities?

Set the right priorities

Follow the money
Email
5%
Organic search Direct Paid Social Other

39% 19% 19% 13% 2%
Referrals
3%
Perfect Revenue Channels Contribution

Content is your
Best Friend
Next to no cost of acquisition
Identify what is important for target

guest personas and create engaging
content
Create once and use it across

various media to maximize ROI
Content and brand addresses our

Organic and Direct sources of
our website revenue

Search Engine Optimization

Lowest cost of acquisition
Check
Start
Define the Check out keyword /
keyword Fill up Review Load
theme / keyword page
research on copywriter content content on
pages density & performanc
Google & request received website
needed compset e on Looker
Adwords
Studio
Template Template Template

Paid Advertising
Build – Measure – Learn
Google Programmatic
1 Ads
2 Ads
3 Metasearch

Digital
Performance
Report
Build, Measure & Learn

Let’s do it
Let's prioritize actions

You are the owner
What are your top 5 actions to

support your direct channel digital
strategy?

Let's prioritize actions

You are the owner
List support you need from

your property teams or corporate
or external parties

Key Takeaways
Take Away
It's X'mas every day with DDL
Templates Digital Marketing Trainings Plan Tools

• SEO copywriter request • Hero Metrics • Canva
• Monthly digital marketing budget • Social media plan • DataLooker
• Monthly report • SEO keyword research & planning • Google Keyword planning
• Social media plan • Monthly digital marketing budget • GT Metrix
• UTM creation • Calendar of events & activities • Google performance
• ROAS (AKA AGPM) • UTM creation • UTM Builder / Bitly customized
• Meeting Minutes & Task priority plan • ROAS (AKA AGPM) • SimilarWeb
• Digital performance review • Assets management policy • Tiny Wow
• Yearly budget kit • FB & IG management & advertising • Pexel
• LINE OA management & advertising • Copy ai
• Google Business Profile management • Chat GPT
• Digital performance review • AI generated content Detector
• Yearly budget & strategy • Flipsnack
• …

Set the priorities

What are your digital marketing
priorities?

Optimising the Revenue
Opportunity
Current Initiatives

Current Initiatives
Revenue Optimisation Distribution Platform
Pricing Strategies D-EDGE roll-out

✓ Launched new Dusit Rate Architecture ✓ On process to connect with wholesale dynamic
account
✓ To optimize Revenue Management System (RMS)
✓ D-Edge playbook
✓ New Tracking in place (Expedia’s package path..)
✓ To update the new version of Revenue

Optimisation induction program
✓ Partnership / Industry Offer

Revenue Optimisation &

Business intelligence

Agenda
Vision & Strategy Understanding «Workshop»

Strategic Performance
Performance: External & Internal Initiatives & Priorities
THINK NET
Revenue Optimisation &
Challenges facing RO
Business Intelligence
& Distribution

Vision & Strategic Performance

Revenue Optimisation & Business Intelligence

Vision
PRICING Revenue Optimisation will become the core department analyzing and understanding
customer behavior and the impact of this on pricing & inventory and on all revenue streams.
ALL STREAMS
DATA
The availability of data and technology will cause a significant shift in the way that Business
intelligence will be conducted in the future.
TECHNOLOGY
LEADERSHIP Revenue Optimization & Business Intelligence will thus form both a leadership and
connecting role between the various commercial disciplines as these continue to increase
CONNECTION their reliance on advanced analytics for decision-making.

Revenue Optimisation Strategy

Optimising revenue opportunity
Winning the Leveraging demand and Optimising RMS Creating RO

competition/Market Share implementing omnichannel (Revenue Management Culture/Procedure
strategy System)
• Market Performance Analysis • Optimize pricing • Adopting open pricing with • Building RO
• Increased retail volume agility Community/Network
• Implement package path to • Adopting automated demand • Standard RO Procedure
upsell forecast • RO onboarding & pre-opening
• New approach to promotion & • Becoming RMS expert program
campaign • Support, training & mentoring
• Enhancing Room type pricing oversight
• Highlight Best Price Guarantee • Offsite/Onsite support
• Applying total revenue • Providing RO Inductions
optimization concepts
Drive education on revenue optimisation principles across commercial

Distribution Platform and Data Strategy

Facilitate Revenue Delivery/Optimisation
and Provide Business Insights
Streamline/Mandate System One Internal Data Set Dusit Data Drive profitable demand
Usage Platform and Power operation efficiency
• Win Revenue & Customers (Clients) • Leverage hotel data • Demand Prediction/Projection
• Mandate system usage across entire • Capitalize on property-level information • New Supply Projection
portfolio • Ensure storage of Data in one place– one • Source of origin in each destination
• Integration hub • Competitive Benchmark
• Hotel Opening & Support • Accurate/effective KPIs and reports • Competitor pricing
• Double down on distribution and rate parity • Automated Analysis & Monitoring • Demand 360
issues • Provides instant access to all statistics
reports
The application of disciplined analytics that predict consumer behavior and optimise product availability

Various definitions of ‘Net’ : Kalibri Labs

Wholesaler Wholesalers Wholesalers Wholesalers
Opaque OTA Opaque OTA Opaque OTA Opaque OTA
NET OTA (Merchant) NET OTA NET OTA NET OTA
Retail Commissions Retail Commissions Retail Commissions
Loyalty Investment Loyalty Investment Loyalty Investment
Channel Cost Channel Cost Channel Cost
Trademark SALES & MKGT

Expenses
Guest Paid COPE* Sales & MKGT (incl. Trademark, S&M
Expenses expenses and S&M hotel pay
Revenue Revenue roll)
TAX & Service
Charge Hotel Collected *COPE : Contribution to NET Calculator
Operating Profit & Expense
EXCLUDED Revenue Only transactional costs Revenue NET Revenue
Increase net revpar: Increase hotel profitability: Net revenue - kalibri labs: Revenue strategy: Next-Gen Hotel Benchmarking: Real Estate Investment Reports (no date) Kalibri Labs |
Revenue Strategy | Next-Gen Hotel Benchmarking | Real Estate Investment Reports. Available at: https://www.kalibrilabs.com/metrics (Accessed: March 17, 2023).

Revenue Optimisation Performance

THINK NET
RMS configured for optimising REVPAR RMS configured for optimising Total Net RevPAR
Assessment on topline KPI’s (RevPAR, Market share) Assessment on net KPI’s (Net RevPAR benchmarking)
TOMORROW
Grouped by Market Segment (DBAR, E-commerce, Package,
TODAY
Rate levels grouped by net contribution

Wholesale, Discount, Group Business & Leisure…)
Focus on the performance of all the channels &

Strong focus on Direct/Indirect split
segments
Different objectives for each topline team Several common objectives shared across all teams
Feeder markets as a starting point of many actions

No clear vision by feeder market
taken

External Challenges
facing RO & Distribution

External Challenges facing RO & Distribution
Complexity of factors influencing travel demand

• Short booking widows
• Trend
Demand
1 • geopolitical/economic factors..
Adaption to changing customer behavior/preference

• Technology
• Channels

• Losing control of inventory & rates due to 3rd party

reselling inventory
Demand
Control
1
2 • The complexity of the distribution environment
• Unsystematic Risks: political and global economic
uncertainty

• Increased Supply
• Growing hotels and alternative options (Airbnb..)
Demand
Control
Supply
1
2
3
• Different brand
o lifestyle

Supply
3
• Growing distribution cost
Supply &
• New types of supplies (lifestyle) based
Demand on changing customer behavior
1
Demand

• Growing cost of acquisition & demising

Control profit margins
1
• Owning loyalty customers (direct
Control & booking)
Demand • Engaging customer journey (search,

booking, payment, check in , check out
3 and re-book
Demand • Digital disruption

Supply
3
• The loss of brand value from 3rd parties
(booking channels)
Supply &
• Hotels to embrace technology
Control advancements related to pricing &
inventory management
1
Control

0
• Hotel brand & booking brand &loyalty

Supply programs confusion
• Challenging sustainable revenue &
3
Supply & profit growth
Demand & • Not adapting fast enough with

technology / Non-traditional approach
Control
Demand Control • Unsystematic risk with new supply
outpacing demand

1
Internal Challenges
facing RO & Distribution

2
Internal Challenges facing RO & Distribution
Decision- Culture Talent acquisition Operational

Making Change & Assessment investments
Unable to move from Discipline awareness: Sourcing, training, Investment in technology;
reactive to proactive & Misunderstanding of retaining of professionals increasing costs
prescriptive decision- focus and output of area and leaders outpacing revenue growth
making

3
«Workshop»
Initiatives & Priorities

4
Approach to Performance Optimisation

Our RO community’s Revenue potential Solutions needed Deliverables &
needs communication
STRATEGIC Best practice link Actions with direct impact on Existing Vendors; Webinars, tool kit, intervention in
to yearly projects (budget, revenue = short term ROI regional RO meeting…
New Solutions?
corpo, wholesalers…) Relevant analyses to challenge Different levels of RO recos:
Excel tools & template
TACTICAL Best practice linked strategy = medium term ROI beginner, intermediate,
to daily, weekly, monthly basis Dashboards with relevant KPI advanced
Initiate and leverage a strategy
business as a whole = long term ROI … Dusit Revenue
AH-HOC Best practice
according to specific situation
(renovation, opening,
rebranding, macro environment
changes, onboarding…)
RO on Demand RO Performance RO Solutions RO Change & Talent &

Culture

5
«Workshop» session
Group: A Group: B Group: C

6
«Post-it workshop» session - Results

Type Impact ROI Priorities Solution
1 Tactical Long Forecasting RMS For your selection (and help share it
2 Ad-Hoc Short Promotions Management Excel with the group), think about:
3
4 ❑ What would be the revenue impact in your

5 region and why?
6 ❑ Do we need new tools/methods/ processes or
7 rather help to better use what we already
8 have?
9 ❑ Do we need beginner, intermediate, advanced
10 guidelines according to the skills and tool
…
equipment of the hotels?
… Do not hesitate to add! ❑ Additional RM levers may be identified
…
...

7
RO levers assessments and needs

Guidelines needed and Profit opportunity High
Strategic Tactical Ad-Hoc
RML Prioritization Upselling Other individual offers (day-use, 24 hours, shopping..)
Optimisation on Net RevPar Business Group Quotation Light RO impact simulation tool (What if method)
Corporate Contracting Overbooking Package: OTAs, Dynamic Wholesale
Wholesale Contracting (inc. actions: allotment) Constrained days optimization Promotions management
Enhance distribution LOS controls (by Rate plans, room type, DOW..) Regional RO Meeting (Online/Workshop..)
RO Revenue Plan (Budgeting) Process & Meetings (RevOps, Reporting…) Monthly Performance Review (MPR)
Room type management Forecasting Multi-property optimisation
F&B Revenue Optimization RO impact simulation In-depth compset analyses
Wellness Revenue Optimization RO by emitting market (Inbound strategy)
Function Space Optimization
RO Onboarding
Dusit Revenue Campus

8
Rollout
Process, Steps & Communication

9
Rollout – Process, Steps & Communication
Collect existing Co-Design new Test

1 4 7
practices & needs strategy
Central & Regional Checklist by lever Pilot hotels
standpoint
Collect existing Update Rollout-out to Region /

2 5 8
tools Documentation Country / Hotels
Calls, emails Excel, Word, System Webinars
Define quartiles & Write Follow-up and

3 6 9
hotel type SOP feedback
Per lever Word, Powerpoint Calls, emails

0
Source Market Focus
Luc Korakod Edwardo Barbara

Boutet Kanchanapairoj Iswandi Maradik
Assistant Vice President Director - Distribution Corporate Director of Corporate Director of
Dusit Digital Lab Strategy & OTA Sales & Marketing – GSO Sales & Marketing – Hotel
Partnerships (MICE + Corporate) (Wholesale)

3
Session Outcomes
Understand the importance Understand the Know who to work with

of the source market focus nuances of each to capture the market
and prioritisation/focus market

4
Key Source Markets
✓ South Korea
✓ China
✓ Japan UK
✓ GCC Russia
✓ India
Niche
China Japan
✓ Domestic (Thailand Germany
+ Others)
✓ UK India South
Korea
✓ Germany
Singapore
✓ Russia
✓ Singapore GCC
Thailand

5
South Korea
Marketing – Leisure Bloggers, Influencers
Retail – Internal Retail – External Wholesale Corporate MICE

• Naver • Yonolja • Hana Tour • Samsung • Asia Sunny Tour
• Partnerships • Interpark • LG • Hyundai Asan
• Hotelpass • POSCO • Yellow Balloon
• Yooli Tour
Annie Lee Cho Yeonhee

Senior Sales and Distribution Manager - Seoul Senior Sales Manager - Seoul
Source market specific only, excludes areas of global focus

6
Greater China
Marketing – Live Stream / Social Channels

• Baidu • Ctrip • China Bamboo • Xiaomi • CYTS
• WeChat • Meituan • CYTS Technology • HCG Travel
• Fliggy • CTG Travel • Tencent • Ctrip MICE
Elyn Zheng Margaret Zhang TBA

Director of Sales and Director of Sales - Beijing Director of Sales – Hong
Distribution - Shanghai Kong and S. China

7
Japan
Marketing - Influencers
Retail – Internal Retail – External Wholesale MICE

• Line OA • Rakuten • HIS • JTB
• Jalan • JTB • Apex
• Ikyu • KNT International
• H.I.S
Kaoru Ohira
Senior Sales Manager - Tokyo

8
GCC
Marketing – Facebook/Instagram
Retail – Internal Wholesale Corporate MICE

• WhatsApp • Dnata Travel • Saudi Aramco • Fazaa
• Seera Group • Qatar Foundation • Essay
• Rezlive • Emirates
Bandar Qaqish
Director of Sales - Dubai

9
India
Marketing - Influencers
Retail – External Wholesale Corporate MICE

• Make My Trip • Akbar Group • Mahindra & • Thomas Cook
Mahindra
• TBO Tek • Ebix Travel
• Tata Group
• Ottila International • Reliance • FCM Travel
Industries
Rakesh Bhandari
Director of Sales - Mumbai

0
Thailand (Including Global)

Retail – Internal Retail – External Wholesale MICE
• Line • Agoda AGX • Connected • Thailand
• Line Payment Accounts PCOs x 10
• Thai Tiew Thai • Thailand
DMCs x 10
TBA
Director of Sales - Bangkok

1
Your Partners
Digital Distribution GSOs
Luc Boutet Korakot Kanchanapairoj Barbara Maradik

Assistant Vice President Director, Distribution Strategy Corporate Director of Sales and
Dusit Digital Lab and OTA Partners Marketing - GSO
Pitchaya Lueboonthavatchai Annie Lee

Manager – Digital Acquisitions
Director of Sales and Distribution GSOs x 10
GSO Korea
Edwardo Iswandi
Sara Jour Corporate Director of Sales and
Elyn Zheng
Senior Manager Marketing - Hotels
Director of Sales and Distribution
Dusit Digital Lab GSO Shanghai
(Cluster Hotels Only) TBA
Director of Sales
GSO Thailand

2
Digital
Luc Pitchaya Sara Louise

Boutet Lueboonthavatchai Jour
Assistant Vice President Manager - Digital Senior Manager - Dusit
Dusit Digital Lab Acquisitions Digital Lab
(Cluster Hotels Only)
2023 DUSIT LEADERSHIP CONFERENCE All Thailand Based CONTENT I 12

3
Role of Digital
Corporate Hotels
o Property level marketing and localization

o Overall marketing strategy o Property social media
o Marketing technology and tools marketing/engagement
o Content / brand strategy/ culture o Video/Photo content generation
o Group level marketing campaigns o Review website/app content regularly
o Paid advertising o Review website/app/CRM performance
o Talent vetting and training data
o Brand delivery/ service standards

4
Where to find information
Looker Studio Travel insights

5
Distribution
Korakot Annie Elyn

Kanchanapairoj Lee Zhang
Director, Distribution Strategy Senior Sales and Director of Sales and Distribution
and OTA Partnerships Distribution Manager GSO Shanghai
(Bangkok) GSO Korea

6
Role of Distribution
Corporate Hotels
Roles of Hotel Distribution Roles of Hotel Distribution

✓ Developing distribution strategies ✓ Monitoring performance
✓ Negotiating contracts with distribution partners ✓ Managing relationships with distribution
✓ Monitoring performance partners
✓ Implementing distribution technology ✓ Optimizing distribution
✓ Training hotel staff ✓ Managing inventory
✓ Managing relationships with distribution ✓ Analyzing data
partners ✓ Collaborating with other hotel departments
✓ Optimizing distribution
✓ Analyzing data

7
ENERGISING DUSIT’S FUTURE Global Sales Office
UK
Sue Bailey
CHINA
RUSSIA
Russia Elyn Zheng
Kseniya Ivashka
(Thailand Based)
CHINA CHINA
GERMANY
Alexa Sinzig Margaret Zhang TBA
JAPAN
China Kaoru Ohira
GCC
Bandar Qaqish
India
S.KOREA S.KOREA
Cho Yeonhee Annie Lee
Barbara Maradik
INDIA THAILAND SINGAPORE

Rakesh TBA Esthel Chiu
Edwardo Iswandi Bhandari

8
Role of the GSO

Corporate Hotel
✓ Face of Dusit to customers ✓ See the GSO as your external sales team
✓ Own the customer relationship for goaled accounts ✓ Aim for win-win with the GSOs rather than any
✓ Manage accounts that have potential for multiple competitive element
hotels ✓ Communicate proactively, especially on strategy,
• Wholesale / 3+ requirement etc.
• Corporate / 3+
• MICE / opportunity
✓ Have detailed account plans for top 10 accounts
✓ Follow the company focus
✓ Act as an agency/see hotels as the true customer.
Focus on partnering with hotels for win/win outcomes
✓ Share timely market data with hotels

9
Commercial Success
Factors
L
Activating Brand Winning through

Led Digital CRM + Loyalty
D
Marketing
E
To provide travellers
F
a more personalised, Drive Grow
M
locally connected, Enable
Alternate
RevPar Market Strategically
Grow /
Booking
Growth
1 Share
Balance OTA
sustainable well-being N Options Revenue
experience whatever A B G
their purpose of travel. H
C
K Migration Enhanced
to Wholesale Corporate /
Dynamic J MICE Focus

2
Hero Metrics Result : Q4 2022

100%
90%
80%
70%
60%
50%
40%
30% 12
19
14 15 15
20%
12 13 12 13 13
11 10 10 11
9 7 9 8
10% 6 7 6 8 4
3
0%
ABCT DSRB DPSB D2CM DTPA DTHH D2HH DTLP D2KY DTMD DTMN DTMC D2DV DTRD DTLI DTLS DTGU DBGU DTDU DTAD DHDO D2DO D2JO DTLC
Achieved Not Achieved Pending

3
Hero Metrics Result : Jan & Feb 2023

100%
90%
80%
70%
60%
50%
40% 11 12
30% 11
10 10 9
8 9 7 8 8
8 5 8 7
20% 7
6 6 4
5
4 2
10% 3 2 3
3 2 2 1
0%
ABCT DSRB DPSB D2CM DTPA DTHH D2HH DTLP D2KY DTMD DTMN DTMC D2DV DTRD DTLI DTLS DTGU DBGU BVGU DTDU DTAD DHDO DRDO D2DO D2JO DTLC D2TB DTSZ DTTH
Achieved Not Achieved Pending

4
Quarterly Awards
Business Achievement Distribution Digital + Loyalty Marketing
HM 1 RevPar HM 6 Rate Parity Score HM 9 Dusit Sign Up

HM 2 RGI HM 6B Direct Share
HM 10 Web Delivery
HM 3 RGD HM 10B Web / OTA Ratio
HM 7 Internal Retail /
HM 4 Room Revenue Forecast Wholesale Gap
HM 11 Digital Spend /
Accuracy OTA Commission Ratio
HM 8 % Dynamic
Wholesale
HM 12 Organic Social
Engagement Score
HM 5 PACE to 2019 excluded to
give fair change to hotels
who opened after 2019

5
Winners
Business Achievement Distribution Digital + Loyalty Marketing
Q4 Q4 Q4
Winner: Dusit Hotel Doha Winner: N/A Winner: N/A
Runner Up: dusitD2 Chiangmai Runner Up: N/A Runner Up: N/A
Commendable Effort: Commendable Effort: Commendable Effort:
Dusit Thani Guam and dusitD2 Dusit Thani Guam, Dusit Thani Dusit Thani Laguna Singapore
Davao Dubai, Dusit Thani Abu Dhabi
JAN-FEB JAN-FEB JAN-FEB
Winner: Dusit Thani Guam Winner: N/A Winner: N/A
Runner Up: dusitD2 Salwa Runner Up: N/A Runner Up: N/A
Doha, ASAI Bangkok Commendable Effort: Commendable Effort: N/A
Chinatown dusitD2 Chiangmai, dusitD2
Hua Hin

6
SMART Plan Connect initiatives to

OBJECTIVE – This SMART Plan is to be used as a working document to track segments of business
and priorities the top-line actions for your property. It should be a collaborative
document amongst the Commercial leaders in your property. The commercial
leaders should follow and update all the actions, strategies or follow-ups during :
Add additional elements
➢ Weekly Revenue Meeting ➢ Month-End Performance Review that cross segment or are
generic
➢ Annual Revenue Plan
S 1 M 2 A 3 R 4 T 5
Specific Measurable Achievable Relevant Time-bound

Define your goal as Make sure your goal is Your goal should be Ensure that your goal Give yourself a deadline
clearly as possible. What quantifiable so that you challenging but realistic. aligns with your personal to achieve your goal. This
exactly do you want to can track progress and Consider your current values and objectives. helps create a sense of
achieve? Who else is know when you've resources, skills, and Ask yourself, "Does this urgency and helps you
involved? Why is this reached it. time availability. goal align with my other stay on track
important to you? priorities? Is it worth my
time and effort?"

7
Your Team
Marketing – Chetan Patel Commercial – Nichlas Maratos
Brand Delivery – Svenja Kristin Gattinger

Luc Boutet Korakod Edwardo Iswandi
Kanchanapairoj
GSOs Barbara Maradik
Revenue Optimisation – Jeongwuk Suh

8
Key Takeaways
Understand the KPIs in Understand how to drive Know the resources to

much more depth actions through a reach out to for support
SMART plan

9
Thinking to the Future

Maybe all of this is just Phase 0?
How will we adapt to…
…and more

0
Submission of Takeaways
Step 1 Step 2 Step 3

Submit your takeaways Discuss and compare your Migrate into your commercial
before you leave the room takeaways with your GM and smart plan and submit with
today revise your action plan and your end of Month MPR
submit by end of day
CC. Your GM, Your Wednesday 29th March
Commercial Colleagues,
Nichlas, Chetan, Jeong, CC all of the above + Gilles /
Edwardo, Luc your regional operations
leader

1

Commercial &amp; Marketing

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Commercial &amp; Marketing

Uploaded by

Copyright:

Available Formats

2023 DUSIT LEADERSHIP CONFERENCE

Nichlas Maratos Chetan Patel

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 3

Commercial / Marketing Marketing Commercial

Brand / Content Marketing

• F&B • Retail – • Retail – • Wholesale • Corporate • MICE • Banquet

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 4

o Winning The Commercial Game o Winning The Commercial Game

GM – 90 mins DOSMs / DORMs / DOMs – 270 min

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 5

Overall Session Outcomes

Gain a deeper understanding Understand the broader revenue

Understand how to crack Understand how to better drive

Understand how to take advantage

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 6

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 7

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 8

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 9

How Customer Find and Book Retail and Leisure Product *

How do we create Organic Content / Brand Delivery

How do customers find

What internal segment

What is the consumer

What is the rate type that

Digital / Customer Engagement

* Excludes Corporate, MICE and

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 11

Enhanced Retail and Leisure

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 12

Deliver Quality Revenue

G – Strategically Grow / Balance OTA Revenue

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 14

Activating Brand Winning through

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 15

HM6 HM6B HM7 HM8 # (5%) HM14

Internal Retail / % Dynamic F&B Revenue –

Above 85% 70% Direct share from 25% Mix of Total

HM9 # (5%) HM10 # (5%) HM10B HM11 HM12 HM15

30% of Non- 10% 20% Increase on

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 16

Korakot (KK) Edwardo (Edo) Jeongwuk (Jeong)

(Key Responsibility for Wholesale)

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 19

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 20

2023 Retail + Leisure

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 21

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 22

Don’t allow others

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 23

Increase our profitability and customer ownership

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 24

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 25

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 26

Dusit Suite Hotel

dusitD2 Khao Yai

Parity Dusit Thani Manila

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 27

Understand how Understand cost

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 28

Parity not Parity

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 29

Third Party Share

2023 DUSIT LEADERSHIP CONFERENCE CONTENT I 30

Commercial & Marketing

Commercial & Marketing