kalibri labs & distribution channel analysis - go to bermuda€¦ · kalibri labs &...
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Kalibri Labs & Distribution Channel Analysis
• Study Issued in 2012
• Company formed in 2012
• Inspired by findings that emerged from the
Distribution Channel Analysis
• Analyzing 2.5B transactions annually
• Data from 70+ brands worldwide
Helping hotels improve performance by evaluating
customer acquisition results based on revenue net of
acquisition costs
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Fragmented content give aggregators an advantage to control merchandising sources
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Large tech companies are selling hotel rooms and adding significant costs to the ecosystem
CONSUMER
BOOKING
BRANDS
STAY BRANDS
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A Value Shift has been Underway
5
$72.3 B
16.4 B
$20.5 B$13.4 B
$9.4 B
$489 B
$672 B$296 B
$11.7 B
$26 B
$24.8 B
Updated: 11.1.15
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Third parties increment cost to both consumers and direct business
In reality, consumers are exposed to
many advertising channels, making it
difficult to identify true attribution
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Rise of the Gatekeepers
Source: Jeff Katz
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Everyone wants a piece of the action
Shop Buy Arrive Eat Drink Stay Pay
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We don’t want a “Kodak moment”
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Demand Share is Shifting
Data shown is preliminary; based upon forthcoming “Distribution Channel Analysis – 2016”
Total Acquisition Cost for
hotels is between 15-25%of total guest paid revenue
+108%
+52%
+33%
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Why are Hotel Website Visits Declining?
Together, Expedia and Priceline
spend over $3.5 B on online
advertising, accounting for
50% of the 2013 industry total.
In contrast, U.S. Hotels spent
just $886 M on online
advertising in 2013.
Major OTAs Dominate Online Marketing Spend
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Revenue Growth Positive - Commissions Rise at 2x
Retail commissions onlySource: HAMA Study 2013-2014
+39% Commissions
+20% Total Revenue
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Customer Acquisition Costs Erode Profits
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Acquisition costs need to be managed
?• CHANNEL COSTS
• COMMISSIONS
• TRANSACTION FEES
• LOYALTY COSTS
• AMENITY COSTS
• SALES AND
MARKETING
Net RevenueGuest-paid
Revenue
1 point will save about $2 billion per year for the U.S. hotel industry
Up to 5-6x higher than
acquisition costs in other
travel sectors
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• The latest from Google
• Peer to peer services: Uber and AirBnB
• Technology consolidation
• New entrants in core hotel segments
• Hot off the press from Amazon
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“Organic search”…a quaint term from the mid-2000s
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Google search results are biased to Google internal channels
All results that are “above the fold” are paid; there is no organic listing.
Notable increase in
Google search costs
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Google’s Travel Ecosystem
Source: BCG and Hilton Worldwide
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Future: Peer to peer services
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Tech Consolidation – why should it matter?
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Core to a Hotel’s Profit
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Business Travel Groups & Meetings
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Surprise, surprise…
22
21st April, 2015
16th October 2015
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A New Era of Opportunity: Revenue Strategy
How can we optimize net revenue?
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Channels – managed separately
…especially when top line revenue is the target
Brand.com
Voice GDS
Property
Direct OTASILO
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Drive Holistic Performance
Brand.com
Voice GDS
Property
Direct OTASILOTake an omni-channel view and manage margins
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The New Imperative: Net Revenue Metrics
Net RevPAR
How much revenue are you earning net of
customer acquisition costs?
Contribution %
(COPE)
How much revenue is
generated from each
channel net of
commissions/transacti
on fees?
S&M Efficiency
How much net
revenue is generated
for every $1 spent on
Sales & Marketing?
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Refining a Classic Metric: Net RevPAR
How much revenue are you earning net of acquisition costs?
$100
$110
$120
$130
$140
$150
$160
$170
$180
$190
$200
P&L RevPAR Guest Paid RevPAR Net RevPAR
Booking Costs
Marketing Costs
Guest
Paid
RevPAR
Hotel-collected RevPAR
Net RevPAR
(Guest Paid Revenue – Acquisition Costs)
Available RoomsNet RevPAR =
Hotel-collected RevPAR
Hotel-collected RevPAR
Guest-paid RevPAR
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Traditional RevPAR Alone Can be Misleading
Source: 2012/2013 NYC Study
Traditional can look good while Net declines
+2%
-1%
Hotel-collected RevPAR Net RevPAR
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Customer acquisition costs are not systematically measured and managed; limited visibility on some costs
Reducing acquisition costs
by 1 point will save $2 billionper year for the U.S. hotel industry
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Hotels are not well informed about new entrants
Individual hotels might be agreeing to terms and other conditions without full knowledge of the implications
?
?
?
?
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Three Take-Aways
Align across siloes to drive Net Revenue
Work holistically to find your Optimal Channel Mix
Dive deep to under how new entrants work and how they will affect your business