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This excerpt taken from the WYN 10-K filed Feb 29, 2008. Domestic
Our strategy for maintaining our leadership position in the
economy segment revolves around (i) enhancing our value to
franchisees by improving rate and inventory management
capabilities, investing in systems and training and growing the
TripRewards loyalty program, (ii) improving the
customers experience by developing and implementing brand
standard enhancements, (iii) optimizing system growth by
adding franchised hotels in markets where brands are
underrepresented and (iv) optimizing brand RevPAR
performance by helping franchisees manage their rates and
inventory, enrolling more TripRewards members and introducing
seasonal promotions.
Our approach for expanding our domestic midscale and upscale
presence is to (i) optimize system growth in the midscale
segment by adding franchised hotels in markets where brands are
underrepresented and by complementing Wingate by Wyndham product
quality with Wyndham brand recognition and (ii) utilize
hotel management services to attract developers in the upscale
segment and establish and implement the Wyndham master brand
plan with upscale products.
This excerpt taken from the WYN 10-K filed Mar 7, 2007. Domestic
Our strategy for growing economy brands in North America faster
than the competitive set revolves around (i) enhancing our
value to franchisees by improving rate and inventory management
capabilities, investing in systems and training and growing the
TripRewards loyalty program, (ii) improving the
customers experience by developing and implementing brand
standard enhancements, (iii) optimizing system growth by
adding franchised hotels in markets where brands are
underrepresented and (iv) optimizing brand RevPAR
performance by helping franchisees manage their rates and
inventory, enrolling more TripRewards members and introducing
seasonal promotions. Our approach for expanding our domestic
middle and upscale presence is to fully utilize property
management services to attract developers; establish and
implement the Wyndham master brand plan with upper upscale,
upscale and select-service products; complement Wingate Inn
product quality with Wyndham brand recognition; and strengthen
our position in the middle segment through the consolidation of
AmeriHost-branded with our newly acquired Baymont-branded
properties, which is currently scheduled to be completed by
fourth quarter 2007.
Table of Contents
This excerpt taken from the WYN 8-K filed Jul 19, 2006. Domestic Our strategy for growing economy brands in North America faster than the competitive set revolves around (i) enhancing our value to franchisees by improving rate and inventory management capabilities, investing in systems, and training and growing the TripRewards loyalty program, (ii) improving the customers experience by developing and implementing brand standard enhancements and (iii) optimizing system growth by adding franchised hotels in markets where brands are underrepresented and optimizing brand RevPAR performance by helping franchisees manage their rates and inventory, enrolling more TripRewards members and introducing seasonal promotions. Our approach for expanding our domestic middle and upscale presence is to fully utilize property management services to attract developers; establish and implement the Wyndham master brand plan with upper-upscale, upscale and select-service products; complement Wingate Inn product quality with Wyndham brand recognition; continue the domestic Ramada repositioning plan by enhancing service, value and quality; and strengthen our position in the middle segment through the consolidation of AmeriHost-branded with our newly acquired Baymont-branded properties. | EXCERPTS ON THIS PAGE:
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