Rosewood Case Analysis

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Rosewood Hotels & Resorts By Zhong ZHOU 1. Central Problem The central problem here is whether Rosewood should adopt a corporate branding approach which unites each individual hotels under the name of Rosewood and therefore increase customer awareness of Rosewood. 2. Critical Factors a. Brand Awareness and Recognition: whether the strategy can make both Rosewood as the parent brand and its individual properties known and accepted by more customers. b. Customer Loyalty and Retention: whether customers’ loyalty for the brand Rosewood will increase and therefore more likely to stay in one of Rosewood’s hotels or customers lose interest in Rosewood and previously favored individual hotels because of the loss of emotional bond. c. Customer Lifetime Value vs. Expenses: the customer lifetime value must outweigh the overall expenditure in carrying the strategy-change. d. Market Segmentation: whether the company wants to focus on the niche market where customers seek the exclusivity of each individual brand or a broad notion of luxury hotel market. e. Competition: whether the reconstruction of brand strategy will bring competitive advantages to Rosewood, especially in terms of revenue, profit, return rate and cross-selling rate. 3. Alternatives a. Implement the corporate branding strategy Pros: Increase customers acknowledge of the brand Rosewood; increase the number of properties visited by customers as well as the cross-selling rate; serve a broader range of customer; increase overall revenue; enhance its competitively Cons: increase of marketing cost as well as other operating cost such as change the logo on everything; some brands may lose their exclusivity and the emotion links and thus losing certain customers; raise the internal conflicts among mangers of the individual brands and the board; it increases the

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