Renaissance Hotels & Resorts

B2C & B2B l Smart Targeting, Clear Brand Identity and Compelling Promise Engage Valuable Untapped Audience, Reservations Increase ⇧ 11% YOY

Background

Despite Marriott’s strong portfolio performance, Renaissance lagged quality-tier competitors (i.e., Marriott, Sheraton, Hilton, Hyatt et. al.)  in brand and business metrics. Global reservations and occupancy rates were below industry benchmarks.

Among leisure and business travelers, Renaissance suffered from low awareness and a vague brand image and value proposition. Competitors enjoyed significantly stronger awareness, brand image, reservations, occupancy and loyalty across key regions, making Renaissance one of parent Marriott’s weakest performers.

My Role: Player Coach I was strategic lead responsible for supervising and coaching direct reports and junior colleagues, supporting and leading a large cross-functional team, guiding and developing research, analysis, insight and strategy, and nurturing and supervising campaign development, production, implementation, measurement, reporting and optimization across multiple channels.

Research, Analysis and Insight

To better understand Renaissance’ situation we analyzed the category, competitors, customers and the Company, including its products, services, performance, key personnel and brands. 

Then we dug deeper, taking a classic Segmentation / Targeting / Positioning (STP) approach: Segmentation to divide the market into distinct customer groups based on demographics, psychographics and behaviors, allowing for a more accurate and thorough understanding of customer needs, perceptions and motivations; Targeting to select the most attractive segment(s) on which to focus; and Positioning to confirm the ideal product classification and craft a value proposition to maximize relevance, distinction and attraction.

Renaissance Bali Uluwatu

Segmentation Across four segments including leisure and business travelers, data showed corporate business travelers represented the majority of quality-tier hotel stay volume and profitability.

Two of the segments preferred the standardization of quality-tier competitors like Marriott, Hilton, Hyatt and Sheraton. The similarities and consistency between properties, rooms, customer service, stay experience and reward program benefits offered a sense of comfort and reassurance. These segments skewed male, slightly older at 35-64, and traveled frequently (~15-20 trips per year) primarily domestically. The majority lived in the U.S. Within the industry these business travelers were nicknamed “road warriors”. 

In contrast to competitors, Renaissance properties in the U.S. and abroad were eclectic - quality-tier but unusual, creative and charming. Among frequent users of Renaissance in the U.S. and abroad, the high level of customer service and attention to detail (e.g., data-driven hotel-stay personalization, high level of customer service, etc.) was considered exceptional. In fact the brand had recently won a global JD Power award (Quality Tier Hotels) for Guest Satisfaction. These unique characteristics made Renaissance more like a global brand of boutique hotels before boutique hotels were mainstream. 

Within the other two segments we discovered travelers who felt like the standardization at Renaissance’ competitors often made them “feel like a number”. On average these segments: 

  • Skewed younger (in age and attitude) than most business (and leisure) travelers, 25-49

  • Were more affluent with an average HHI of $100K+ per year

  • Travelled abroad frequently, for both business and leisure, also around 15-20 trips per year or more

  • Described themselves as “curious and culturally fluent”, and being interested in “more than the routine” and “new and different — unique, out of the ordinary, authentic — experiences”, including exploring and discovering new cities, hotels, dining, arts & culture, theater, music, etc. 

  • Were somewhat loyal to two or three hotel brands but were open to trying new ones

Targeting  We named this target audience “Renaissance People” (RP):  younger, affluent, and travelling abroad frequently for business and leisure, they looked for hotel stays and experiences that felt personal, unexpected, and rooted in variety, and importantly, they were open to switching. 

Positioning This target was seeking inspiration, discovery, and memorable, local moments. Our positioning: 

For travelers who seek more than the routine, Renaissance isn’t just where you stay — it’s where your inspirational, memorable experience begins. 

Development, Production & Implementation

Based on our strategic foundation, I lead the development, production and implementation of an international (i.e., North America, LATAM, APAC and EMEA) campaign designed to elevate Renaissance to a destination for discovery-driven travelers.

Renaissance Koh Samui

I briefed the creative teams who developed a variety of strong concepts for integrated campaigns. We copy-tested five of the strongest based on measures including message clarity, emotional impact, persuasion, recall and brand perception. 

The creative concept which emerged featured modern, reimagined interpretations of some of the most well-known Renaissance paintings, with a twist: they were mated with evocative imagery of:

  • Architecturally rich Renaissance hotel, resort and local landmarks (e.g., the Eiffel Tower), including modern, eclectic hotel rooms, lobbies, spas, bars and award-winning restaurants, and

  • Unique local cuisine, art, culture and nightlife  — cultural experiences in Renaissance hotel and resort cities

These visual stories dramatized how “Renaissance People” don’t just depart for destinations, transact and return — they experience the cities, people and hotels within them.

I lead transliteration of the concepts for regional (LATAM, EMEA & APAC) use. Messaging varied slightly but the brand narrative remained consistent, including: 

  • All regions - we developed creative assets to showcase inspiring local property cities, hotels and experiences 

  • North America - we amplified credibility by featuring the J.D. Power Award for Upscale Guest Satisfaction, and high-profile earned media mentions (like Travel & Leisure)

  • All creative assets - reinforced that Renaissance offered both global consistency and stimulating local richness

Renaissance Phuket

We activated the campaign across domestic and international media including:

  • Video commercials which ran on channels including U.S. and International CNN

  • Display advertising across international travel, lifestyle, and business publishers

  • In-property signage and programming to create immersive “Renaissance Person”-style experiences

  • Loyalty program content aligned with the “Renaissance People” narrative and promise

  • A B2B trade campaign targeting Meeting Planners and Convention and Visitors’ Bureau (CVB) execs, based on relevant benefits

  • Educational and promotional modules, materials and toolkits for local hotel employees (including Regional Directors, GMs, Concierges, and Restaurant Managers) about “Renaissance People”, and their background, motivations and interests

Measurement, Reporting & Optimization

Our campaign was attributed with delivering strong brand and commercial performance gains, including: 

  • Clear understanding and more positive perceptions of the Renaissance brand, hotels, and enriching guest experiences

  • +11% YOY increase in global reservations

  • +9% occupancy increase in the APAC and LATAM regions

  • Strong internal endorsement of the campaign, embraced by hotel GMs and praised by J.W. Marriott Jr., the founder’s son

With new expanded targeting, a clearer, more distinct brand and relevant, compelling promise, our work contributed to improving Renaissance’ brand and business performance, at home and abroad.

Agency McCann

 

Christopher Vickers

I collaborate to elevate brand reputation, generate leads, win customers and increase sales through brand, advertising campaign & content strategy and creation. I’ve worked on both corporate and agency sides for start-ups, scale-ups and grown up companies. Some of my teamwork has received praise from The Wall Street Journal, The New York Times, Ad Age and Adweek and won Webby and Effie awards for innovation and effectiveness.