case study - Richard Williams & Associates

OBJECTIVE

  • Luxury hotel redevelopment included demolition and rebuild along with the acquisition of additional land to accommodate a world-class golf course and luxury homes.

KEY CHALLENGES

  • To turn around poor international publicity. The original hotel design was classic architecture and attracted high volume repeat custom. Rumours were rife across the marketplace that the rebuild would result in a commercial model with little sympathy to the historical significance of the original which could negatively impact on the reopening.​
  • The business plan projected the average room rates to more than double from US$550 to US$1,100 per day while at the same time providing room occupancies of over 70% per annum. Nowhere in the Caribbean had ever achieved these figures previously.  ​
  • To create demand in a saturated market for luxury homes on the new and existing golf courses. 

STRATEGY

  • Use the history of the hotel and its acclaimed reputation as a platform.
  • Personalise the campaign by making the people involved the centrepiece. 
  • Ensure marketing & PR worked cohesively with the development team.
  • Maintain regular and open communication with all external stakeholders.
  • Engage the marketplace in room and public area design for best practice.
  • Share a continuous storyline built around people and pictures as construction proceeded to spike public interest.
  • Expand potential future customer databases through marketing campaigns with American Express, Conde Nast and other global publications.
  • Use multi-platform tools including building models and room mock-ups to present ideas and pre-sell rooms.
  • Build positive relationships with the local community.
  • Work hand in hand with the Government Tourism Agency and its marketplace promotions.
  • Develop a strong communications campaign targeting every relevant stakeholder audience.
  • Launch a low-key ‘whisper’ publicity campaign immediately upon construction; raise the noise level in accordance with the construction timeline.
  • Produce a quarterly magazine with articles & pictures for worldwide distribution.
  • Identify carefully selected journalists to help strengthen and distribute the message.
  • Identify ‘friends of the hotel’ to help tell the story worldwide through word of mouth.
  • Maintain continuous tours of the site.
  • Maintain a close liaison with repeat clients.
  • Sales teams and management hosted receptions for past guests around the world to maintain brand loyalty.
  • Launch powerful communications with the retail travel agent community to build awareness and foster support for future business.
  • Host New York focus groups on room design preferences.
  • Create a new dynamic website to engage all interested parties.
  • Launch consumer write in ‘design ideas’ campaign for potential future customers.
  • Handpick core of employees for special overseas hotel training; launch 24 months before opening.
  • Introduce potential customers to staff via newsletters, email and website.
  • Build detailed stories of staff training experiences around the world.
  • Introduced on-line sample restaurant menus 6 months before opening to promote new world class restaurants.

RESULTS

  • The hotel reopened to rave reviews, acclaimed as the best new resort in the world.
  • Within 18 months, it achieved all financial targets.

comment

​The underlying reason for the overwhelming success lay with the people involved. On every level from the construction workers to top level management, there was a genuine passion for the project; it became personal, it was 'their' hotel. These people provided the soul, and their enthusiasm and commitment to such a mammoth project made it the success it is today, and this remains evident in staff morale and top level customer service throughout the resort. 

The design was exquisite and the level of comfort unparalleled and as a result, the value of real estate skyrocketed throughout the island as the new hotel opened its doors to the public. Homes on the estate became aggressively​ sought after and demand for villas on the new golf courses exceeded all expectations.

"The great advantage of a hotel is that it is a refuge from home life.”

- GEORGE BERNARD SHAW