Acte batm negotiation session 20140224 vf complete set

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Published on March 2, 2014

Author: jmkadaner

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ACTE-BATM BRUSSEL SESSION FEBRUARY 2014
HOTEL NEGOTIATION GAME

Part 1: Workshop – The Art of Successful Negotiations Brussels, February 24th, 2014 Your moderators : Pascal Jungfer CEO Areka Consulting Jean-Michel Kadaner CEO Key Corporate Solutions

We will split in two groups. Each group will be given a case study and asked to define their approach to the negotiation cycle: identify objectives and drivers, and pinpoint areas of potential conflict in both internal and/or external priorities. After assessing obstacles and operational constraints, each group will outline the most effective way to organise the negotiation process for the best outcome: methodology, key arguments and levers to compromise for a win/win outcome. During the second half of the workshop, the groups will merge together again and a (team of) volunteer(s) will be nominated from both the buyer and supplier groups for a live negotiation with audience feedback.

Note 1 :Although it may claim otherwise, this presentation does not offer legal, medical, psychiatric, veterinary, gynecological, archaeological, astronomical, astrological, ontological, paleontological, philosophical, axiological, audiological, bacteriological, mineralogical, criminological, terminological, dermatological, ecclesiastical, campanological, phrenological, phonological, technological, hematological, campanological, neurological, psychobiological, urological, ufological, typological,, mythological, hydrological, xylological, zoological, logical or any other kind of professional advice. Nothing on this presentation should be construed as professional advice including, but not limited to, the above list. Note 2 : All trademarks, service marks, collective marks, design rights, personality rights, copyrights, registered names, mottos, logos, avatars, insignias and marks used or cited in this presentation are the property of their respective owners and this presentation in no way accepts any responsibility for an infringement on one of the above. Note 3 : The information provided on this presentation is of a general, broad, sweeping, large, wide-ranging, widereaching and wide-spread nature and cannot substitute for the advice of a licensed professional. A competent authority with specialized knowledge is the only one who can address the specific circumstances of your problems. We can try, but this disclaimer frees us of any liability if negative consequences result from our efforts. Note 4 : The views expressed by the authors on this presentation do not necessarily reflect the views of ACTE and BATM, the Associations Members, the author's mother, father, sister, brother, uncle, aunt, grandparents, cousins, step relations, any other blood relative and the authors themselves, template designer, or any other organization, service, motto, logo, insignia or avatar in any way connected with this presentation. Note 5 : By reading, or hearing, any member of the audience provide its consents that s/he is familiar with, understands and absolutely accepts the above disclaimer and renounce any litigations against the authors who are excessively paranoid about being dragged into court….

Hotel Pricing Future TMC Fee not bundled Best In class Pricing Buyers are here, and they want to go to the next level Hotel Pricing Model Sellers wants to increase the ADR, the REVPAR and the OCC of the Chain

You Are Here

GDS = TMC & OBTc Hotel pricing distribution is multi chanel, and guess what: Buyer hotel booking behaviour is multi chanel too… Hotel program coverage is only 55 %... Leakage is 45 %. Hotel chain booking mix

You must perfom both : 1) A strength and weaknesses analysis 2) Define your negotiation game plan following 3 scenarios as follows: a) LAA (Least Acceptable Agreement) b) MDO (Most Desirable Outcome) c) BATNA ( Best Alternative to a Negotiated Agreement) 3) Identify initial negotiating levers for use with the supplier/alternatively with the Buyer 4) Identify your representation (Nego) Team with a definition of the roles they will play 5) Propose the negotiation process to the other party and the rules of engagement that you expect and define your ZOPA (see glossary) 6) Present your negotiation objectives to the other party and the key questions you still have 7) Describe your potential concessions strategy and the limits of your authority on these topics 8) Conclude the session, building the bridge (one way or the other)

1) Case presentation 2) Case preparation separately 3) Case playground 4) Case debrief and Q&A 5) Lunch & Network 10h30 till 10h 45 10h45 till 11h45 11h50 till 12h30 12h30 till 12h40 12h45 Sponsor Seller : Pascal Jungfer (Main Conference Room) Sponsor Buyer : Jean-Michel Kadaner (Secondary Conference Room)

You can go a long way with a smile. You can go a lot farther with a smile and a gun Al Capone

On hotels Aspiration Base: This is a realistic view of setting the highest achievable standard in terms of goals or objectives in concluding a negotiated agreement. Common Ground: This term refers to the area of agreement or a basis for an understanding, that is mutually agreed upon by all parties to a negotiation Concession Strategy: Your concession strategy is a plan of the goals / positions and sometimes the underlying interests that you will be trading with the other party. Before you enter the negotiations, at the very least you should have clarity on your and the other party's goals, and an sequence of which goals you want to trade or exchange. Lose-Lose Negotiation: A negotiation result where all parties to a negotiation leave resources or gold on the table at the conclusion of a negotiation and fail to recognize or exploit more creative options that would lead to a ‘winwin’ negotiated outcome. Negotiation Styles: The most popular way to divide the typical negotiation styles or approaches are: Competing (or Aggressive), Collaborating (or Cooperative), Avoiding, Compromise, Accommodating (Conceding). Most negotiators have one or two preferred negotiation styles. Ideal is to be able to choose to apply the most appropriate negotiation style to each type of negotiation, and to be able to switch negotiating style depending on who you are negotiating with and other important elements of your negotiation context ZOPA: An acronym which means a negotiation Zone of Possible Agreement. It is the range or area in which an agreement is satisfactory to both parties involved in the negotiation process. Often also referred to as the "Contracting Zone". Negotiation ZOPA or the Contracting Zone is the range between each parties Walk Away or Real Base or Bottom Lines, and is the overlap area that each party is willing to pay or find acceptable in a negotiation. On nego Average Daily Rate (commonly referred to as ADR) is a statistical unit that are often used in the lodging industry. The number represents the average rental income per paid occupied room in a given time period. ADR along with the property's occupancy are the foundations for the property's financial performance. Best Available Rate (BAR) The lowest non-restricted rate bookable by all guests. This rate can change several times a week up to several times a day. Channel Management Controlling the allocation of hotel inventory and rates across all distribution channels including website, third parties, and the GDS. Effective channel management solutions should reduce labor costs and improve efficiency by providing a centralize way to control multiple channels. Demand Based Pricing Applying revenue management principles to move rate based upon demand within the marketplace and what the market will bear. Fair Market Share A hotels individual percentage of the market they should reasonably expect to capture all things being equal based upon their competitive set. Calculated by dividing the number of rooms at the hotel by the total number of rooms in the competitive set (inclusive of the subject hotel). Occupancy "Fill" measure of a hotel calculated by dividing the total number of rooms occupied by the total number of rooms available times 100, e.g. 75% occupancy. Rate Parity The strategy that all distribution channels of a hotel should reflect the same rate for the same conditions for a particular room type. Revenue Per Available Room (RevPAR)Calculated by taking the daily room revenue of a hotel and dividing it by the total rooms available at that hotel.

Company : The Big Spender Group Inc, Delaware USA part of the Fortune 500 Club. Situation : 2nd round of negotiations with The Comme Chez Soi Group, you have already accepted BAR pricing for Tier 2 and Tier 3 properties, now you must finalize the Key properties with net fixed prices and decrease your pricing, or at least maintain status quo. In your strategic analysis The Comme Chez Soi Group is a Preferred supplier for a number of Years, as a matter of fact, your CEO is also on the board of the Comme Chez Soi Group, like on many others… Comme Chez Soi Group represent 20 % of your estimated Hotel spend. Mice spend not under control yet. Objectives : Price improvement, LRA at BAR, uniform know show conditions, improved reporting, obtain tangible business ancillaries benefits for the travelers. Challenge : Market slowly moving to a supplier market, few properties do not increase pricing. Maturity : Mature program with excellent cooperation between Travel Management and Sourcing. Tools : Single TMC WW, one switch for Tier 2 and 3 Hotels in a Best Buy modus, Best of Breed OBT by Region, multiple GDS’s, Expense management tool deployed 60 %, Card program covers only 55 % of your travelers. Travel Policy : Clear changes due to a few court cases against the Company, CSR orientated, safety, security are a must improved employee’s well being and productivity are a consequence…together with a tighter spend control. Annual Hotel Spend : Estimated at 20 M €, known data at 11 M €, leakage increasing due to mobility program, smartphones and tablets and increasing number of Generation Y in your travelers mix… Data : Contract Period June 2014 till June 2015 See next page

B uyer KeyProperties 2014-2015Target IT C ity ProposedN R et ate H ighest Properties € % 1 Berlin 92,00 95,89 2 Bu ap d est 68,04 70,31 3 Cairo 80,82 87,51 4 Cap To n e w 92,90 74,75 5 Co en agen p h 117,63 111,41 6 Db u ai 194,46 194,25 7 Db u lin 94,58 93,30 8 Ed b rgh in u 101,42 105,77 9 H ki elsin 105,19 110,82 10 Istan u bl 156,15 166,74 11 Lo d n no 170,35 188,85 12 M rid ad 87,28 94,24 13 M ilan 135,59 139,43 14 Msco o w 140,11 160,55 15 Mscat u 170,74 176,90 16 P aris 254,67 262,17 17 P e ragu 75,16 79,29 18 Riyad h 198,64 213,01 19 Ro e m 153,01 157,68 20 V n ien a 99,55 106,78 21 W arsaw 76,00 79,81 22 Zu rich 204,37 203,57 A verage 130,39 135,14 A cilaries as %o Sales n f 1,09 P in rice crease/d ecrease Ratio Low est 90,61 66,44 82,69 70,64 105,28 183,56 88,17 99,95 104,72 157,56 178,46 89,05 131,76 151,71 167,16 247,74 74,92 201,28 149,00 100,90 75,42 192,36 127,70 1,03 Seller1 In ed Lu term iate x 2014Y all other sources TD 2013Seller 1 A veragepriceoffered C ontract pricepaid € € 92,37 87,97 67,73 64,50 84,29 80,28 72,01 68,58 107,32 102,21 187,12 178,21 89,88 85,60 101,89 97,04 106,75 101,67 160,62 152,97 181,92 173,26 90,78 86,46 134,32 127,92 154,65 147,29 170,40 162,29 252,55 240,52 76,38 72,74 205,19 195,42 151,89 144,66 102,86 97,96 76,88 73,22 196,10 186,76 130,18 123,98 1,05 Seller1 Strategic A lternate R /Y Im N ear portance Sources N ° 1to 5 N ° 1000 4 3 1500 4 2 590 5 2 250 2 2 650 3 3 800 4 3 600 5 2 520 4 2 250 2 3 200 2 2 980 5 4 350 3 4 680 4 3 800 4 2 250 3 3 2300 5 4 600 2 3 250 2 2 450 2 4 250 2 4 650 4 3 1200 5 4 687,27 Total: Seller 1 € 92001 102060 47683 23226 76460 155568 56750 52738 26297 31229 166945 30547 92199 112090 42685 585734 45095 49660 68853 24888 49399 245246 ?? 108853,81€ 5,26% 2177353,71€ N : Addtionalrevenues Tier otes 2&3properties in2 1 04 is forecastedat m ore than2 0 0 0€ 300 2014SpendForecast H ighest Low est 95887 105458 51628 18688 72416 155399 55982 55002 27705 33347 185076 32984 94814 128437 44224 602984 47572 53252 70956 26694 51876 244282 90609 99653 48786 17659 68430 146845 52901 51975 26180 31512 174889 31169 89595 121367 41790 569792 44953 50321 67050 25225 49021 230835 ?? 186164,99€ 9,00% 2254664,89€ ?? 62055,00€ 3,00% 2130554,90€ 2013 SpendA ctual € 87970 96750 47365 17145 66437 142568 51360 50461 25418 30594 169795 30261 86986 117832 40573 553196 43644 48855 65097 24490 47593 224112 ?? 2068499,90€ A ddtionalrevenues T 2&3properties in ier 2 1 is estim at 03 ated 2 0 0 0€ 000

Company : The Comme Chez Soi Group Hotel Company, HQ in Brussels (not Chez Leon….). Situation : 2nd round of negotiations with The Big Spender Company, they have already accepted BAR pricing for Tier 2 and Tier 3 properties, now you must finalize the Key properties with net fixed prices and increase your market share. In your portfolio analysis, Big Spender is a very desirable Customer for already 5 Years, as such they benefit from improved reporting and follow-up. Objectives : Maintain the corporate sales at 30 %, and boosting the Brand Image to further develop the other segments (Corporate leakages) trough other sales channels with BAR pricing, develop Mice. Pricing for Key properties has to increase at least 3 % (Revenue Management Target). Challenge : Develop sales to support investments in Far & Middle East. Maturity : Has implemented Big Data concept for client profiling, has channel management and revenue management, very active on Social Networks with a strong Green Policy. Tools : Many, in addition to the above, multiple distribution channels, Rate parity, AIM & Sabre Spotlight, Reward programs, Cvent and others for MICE, Strong CRM etc. Travel Partnerships : Many with TMC’s, Switches, OTA’s, Social Networks, Google, Airlines, Advisors, some Travel Consulting Companies, Telco operators and major OBT providers, in total a segregated approach over 65 Channeled partnerships… Sales per Year : 150 M € Room and F&B revenues 50 M € Mice. Data : Contract Period June 2014 till June 2015 See next page/

Seller Key Properties Client : Buyer 1 2014-2015 Target IT City Proposed Net Rate Occ Properties € % 1 Berlin 92,00 74,78 2 Budapest 68,04 67,77 3 Cairo 80,82 36,77 4 Cape Town 92,90 66,44 5 Copenhagen 117,63 72,51 6 Dubai 194,46 82,09 7 Dublin 94,58 81,16 8 Edinburgh 101,42 82,09 9 Helsinki 105,19 66,85 10 Istanbul 156,15 69,53 11 London 170,35 84,87 12 Madrid 87,28 63,24 13 Milan 135,59 65,30 14 Moscow 140,11 69,53 15 Muscat 170,74 68,50 16 Paris 254,67 82,50 17 Prague 75,16 71,59 18 Riyadh 198,64 57,27 19 Rome 153,01 69,11 20 Vienna 99,55 72,92 21 Warsaw 76,00 73,95 22 Zurich 204,37 74,57 Average 130,39 70,61 Ancilaries as % of Sales 5% Notes : The Middle East saw overall During 2013, the UK RevPAR increase by 3.9%, achieved one of the driven mainly by occupancy highest occupancy levels (+3.4%) and a small increase in Europe (75%), with in ADR (+0.5%). Instability in Ireland following closely North Africa continues to (72.8%). Both countries impact performance, where contributed towards RevPAR declined (-12.3%) Northern Europe’s year resulting principally from end occupancy of 72,8 % falling occupancy (-10.5%). one of the highest of the In contrast, Southern Africa four Sub regions in saw occupancy grow Europe (+2.4%). In Europe, hotel performance remained on the path to recovery, with only slight increases in occupancy (reaching 67.4%). Of the four European subregions, Southern Europe reported strongest RevPAR growth (+6.0%), driven by both occupancy and ADR increases in Spain, Portugal, G reece and Italy. RevPAR € 67,16 49,67 59,00 67,82 85,87 141,96 69,05 74,04 76,79 113,99 124,36 63,71 98,98 102,28 124,64 185,91 54,87 145,01 111,69 72,67 55,48 149,19 95,19 0,73 Category : Intermediate Lux 2014 YTD all sources 2013 all Data ADR Occ RevPAR Contract Rate Occ € % € € % 87,62 72,6 63,65 87,97 72,5 64,8 65,8 42,62 64,50 63,6 76,97 35,7 27,4 80,28 46,0 88,48 64,5 57,05 68,58 61,0 112,03 70,4 78,92 102,21 67,2 185,2 79,7 147,9 178,21 77,4 90,08 78,8 70,69 85,60 74,6 96,59 79,7 76,67 97,04 77,3 100,18 64,9 64,98 101,67 67,1 148,71 67,5 100,33 152,97 72,4 162,24 82,4 133,7 173,26 80,6 83,12 61,4 50,99 86,46 63,9 129,13 63,4 81,84 127,92 61,0 133,44 67,5 94,15 147,29 66,7 162,61 66,5 108,9 162,29 60,2 242,54 80,1 194,5 240,52 79,4 71,58 69,5 49,72 72,74 68,5 189,18 55,6 105,2 195,42 55,5 145,72 67,1 97,71 144,66 66,6 94,81 70,8 67,15 97,96 71,8 72,38 71,8 51,97 73,22 69,3 194,64 72,4 140,87 186,76 71,3 124,18 68,55 86,68 123,98 67,9 3% 2% RevPAR € 63,81 41,03 36,91 58,27 68,71 137,86 63,85 75,04 68,21 110,74 139,70 55,28 77,99 98,17 97,68 190,87 49,82 108,50 96,31 70,33 57,63 133,08 86,35 Property type Segment alloc Cap % Corporate 35% Managed 25% Managed 25% Managed 25% Corporate 35% Managed 35% Corporate 35% Corporate 30% Corporate 35% Managed 25% Corporate 40% Franchised 35% Franchised 35% Franchised 40% Managed 35% Corporate 40% Managed 35% Managed 30% Franchised 30% Managed 35% Franchised 35% Corporate 40% Buyer 1 RN/Year N° 1000 1500 590 250 650 800 600 520 250 200 980 350 680 800 250 2300 600 250 450 250 650 1200 687,27 2014 Revenue € 92001 102060 47683 23226 76460 155568 56750 52738 26297 31229 166945 30547 92199 112090 42685 585734 45095 49660 68853 24888 49399 245246 2013 Contract Revenue € 87970 96750 47365 17145 66437 142568 51360 50461 25418 30594 169795 30261 86986 117832 40573 553196 43644 48855 65097 24490 47593 224112 108 867,69 € 41 370,00 € Total: 2 286 221,40 € 2 109 869,90 € Notes : Addtional revenues Addtional revenues Tier 2 & 3 properties in 2013 is forecasted at m than 4000000 ore €, com isions m deducted to TMC & OTA (10 & 18 %) Tier 2 & 3 properties in 2013 was 3256800 €, com isions deducted m to TMC & OTA (10 & 16 %)

Buyer and Sellers on stage please !

Part 1: Workshop – The Art of Successful Negotiations Brussels, February 24th, 2014 Seller Buyer

Seller You must perform : 1) A strength and weaknesses analysis 2) Define your negotiation game plan following 3 scenarios as follows: a) LAA (Least Acceptable Agreement) b) MDO (Most Desirable Outcome) c) BATNA ( Best Alternative to a Negotiated Agreement) 3) Identify initial negotiating levers for use with the supplier/alternatively with the Buyer 4) Identify your representation (Nego) Team with a definition of the roles they will play 5) Propose the negotiation process to the other party and the rules of engagement that you expect and define your ZOPA (see glossary) 6) Present your negotiation objectives to the other party and the key questions you still have 7) Describe your potential concessions strategy and the limits of your authority on these topics 8) Conclude the session, building the bridge (one way or the other)

Seller 1) Strengths • Reporting • Market recovery(16 out of 23 cities) • Agreement for tier 2 and 3 • 14 out of 22 over 500 room nights • Global presence – single point of contact • 5 years relationship and booking habits of travelers 2) Weaknesses • Lack of smart data • Can’t identify the potential • 6 cities need to increase as prices down • No hotels in Noram which is a growth market • Potential for client growth not known 3) Opportunities • Producing in mea • Investment • MICE

Seller 4) • • • Threats • • • • • Opportunities Producing in mea Investment MICE Rate increase target to jeopardize relationship Other destinations ? Instability in Africa Pricing targets against market trends Lack of visibility of market share

Buyer 1) A strength and weaknesses analysis Strengths: Supplie r Relatio nship Manage ment Maturit y Financ ial Benefi ts Weaknesses: Attractivi ty Timin g Complexi ty Knowledge base & Data Manageme nt Competit ive Market Processe s Organizati on World Economy Disruptio ns Process Improvem ent Knowledg e Opportunities: Contractual Situation Competitiv e Position Threats Other Ressource s Data Availabilit y

Seller Opportunities: 1) A strength and weaknesses analysis Contractual Situation Process Improvement Financial Benefits Timing Supplier Relations hip Managem ent Knowledge base & Data Management Strengths: World Economy Disruptions Complexity Competitive Market Weaknesses: Competitive Position Maturity Ressources Knowledge Processes Organization Attractivity Threats Other Complexity Data Availability

Seller 1) Define your negotiation game plan following 3 scenarios as follows: a) LAA (Least Acceptable Agreement) • 3% above 500 • 4 to 5% below 500 a) MDO (Most Desirable Outcome) • 5% a) BATNA ( Best Alternative to a Negotiated Agreement) • Mice business as incremental • Chain discount (of BAR)

Buyer 1) Define your negotiation game plan following 3 scenarios as follows: a) LAA (Least Acceptable Agreement) a) Flat pricing for a given time, with reevaluation after 6 months b) LRA at BAR pricing c) Uniform no show rules and term & conditions b) MDO (Most Desirable Outcome) a) Price decrease and additional benefits target 5 % b) Data Quality improvement c) LRA at BAR pricing d) Uniform no show rules and term & conditions c) BATNA ( Best Alternative to a Negotiated Agreement) a) Flat pricing b) LRA at BAR pricing

Seller 1) Identify initial negotiating levers for use with the Supplier/alternatively with the Buyer • • • • • • • • • • • Reporting Market recovery(16 out of 23 cities) Agreement for tier 2 and 3 14 out of 22 over 500 room nights Global presence – single point of contact 5 years relationship and booking habits of travelers Mice offer as a give/take Contract duration Loyalty through social medias Green policy Reward program

Buyer 1) Identify initial negotiating levers for use with the Supplier/alternatively with the Buyer 1) 2) 3) 4) 5) Market share allocation Tools Business development trough MICE Portfolio Company (Prestige) Mature company with an efficient program (TMC/SWITCH/OBT)

Seller 1) Identify your representation (Nego) Team with a definition of the roles they will play 2 pax : • commercial director • Account Manager

Buyer 1) Present your negotiation objectives to the other party and the key questions you still have 1) 2) 3) 4) 5) 6) 7) Ceo decision to cut overall cost by 10 % across the Board Supplier rationalisation Either by less travel of Price decrease Benefit package for the Travellers What are Seller’s objective What is the willingness to develop further business What investments are they willing to make ?

Seller 1) Present your negotiation objectives to the other party and the key questions you still have • • • • Appreciation of past 5 years collaboration Potential increase of the market Did not increase the rates last year Ask how to move forward • if asked, explain the value added services (+ green policy / CSR) behind the rates • Innovation and investments plans of the hotel group • Offer upgrades • Cancelation policy • Rate conditions (LRA? Black out dates) • Breakfast included ? • Security? • Feedback on offer? Mice spend?

Buyer 1) Describe your potential concessions strategy and the limits of your authority on these topics 1) Freebies and perks 2) Pricing review after 6 months “probe” 3) Influencial marketing approach towards company travellers 4) Improved hotel coverage (other properties) 5) Sharing visibility of Mice spend and opportunity to bid 6) Limits : Financials and Policy

Seller 1) Describe your potential concessions strategy and the limits of your authority on these topics 2) One hand to give, one hand to take (commitment) 3) Ancilary 4) Discount on room service

1) Take time to discover your counterpart (background, experience, goals, power, personality, level of engagement in the negotiation, type of motivation…) 2) Take time to discover his or her employer (decision circuits, organization, strategy,…)..due diligence 3) Determine in advance what you want ideally, can reasonably obtain, will make you walk away 4) Imagine the same for your counterpart. 5) Build in advance your what if scenarios 6) Do not manage the process alone 7) Start with high requests 8) Engage your counterpart in the conversation to make sure everything is put on the table from start 9) Do not negotiate straight away and rather reply with a counterargument when asked for a concession 10) Propose other services instead when asked for a price drop 11) Request a compensation for any concession you make 12) If you have to yield, do it step by step 13) Help your counterpart to “sell” internally the compromise you have reached with him or her 14) Make sure you leave no door open behind you when reaching a compromise 15) Come across as humble and low key

Thank you for your participation ! Pascal & Jean-Michel www.areka-consulting.com & www.keycorporatesolutions.co What is your True colour ?

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