RADISSON BLU HOTELS

Submitted in partial fulfilment of the requirements

for the award of the degree of

Bachelor of Business Administration (BBA)

To

Guru Gobind Singh Indraprastha University, Delhi

Guide: Ms. Annu Aggarwal Submitted by: Diya Surana

(Associate professor) Roll No.: 11190301721

Institute of Innovation in Technology & Management,

New Delhi– 110058
Batch (2021-2024)
 Certificate

I, MS. Diya Surana, Roll No. 11190301721 certifies that the Project Report

(BBA-114) entitled “Radisson Blu Hotels” is done by me and it is an authentic

work carried out by me at Institute of innovation in technology and management.

The matter embodied in this project work has not been submitted earlier for the

award of any degree or diploma to the best of my knowledge and belief.

Signature of the Student :

Date:

Certified that the Project Report (BBA-311) entitled “__________________”

done by Mr./Ms._______________________________, Roll No.

________________, is completed under my guidance.

Signature of the Guide

Name of the Guide:
Designation:
Date:

Countersigned
(Director / Project Coordinator)

CONTENTS
S No Topic Page No
1 Certificate 1
2 Chapter-1: Company Profile
3 Chapter-2: Marketing Strategies of The Company
4 Chapter-3: Financial Ratios
5 Chapter-4: CSR initiatives and Unique Practices
6 Chapter-5: Conclusion and Suggestions
7 References -
8 Appendices -

CHAPTER- 1
 ABOUT THE COMPANY

Radisson hotel is an international hotel chain which has its headquarters in the United
States .it was founded by Edna Dickerson in 1909 the headquarters of Radisson hotel
were in Minnetonka, Minnesota also. The subsidiaries of Radisson hotel are Radisson
Blu, Radisson Blu Hotel Ademberg. With that experience, we have grown to become
one of the largest and most dynamic hotel groups in the industry with a powerful set
of brands that deliver world class hospitality and excellent service.
timeline
At Radisson Hotel Group we never stop searching for new ways to serve our guests,
provide opportunities for our owners and business partners and become leaders. Our
company, which began in Copenhagen, Denmark with the launch of the world’s first
designer hotel, has grown to span the world and continues to offer new locations
every year. Let's look back and get to know our history a little better.

A division of the Radisson hotel group, it operates the brand Radisson blu , Radisson
red, Radisson collection, country inn and suites and park inn by Radisson. Radisson
is a division of a group of Radisson hotels but Radisson Blu is a brand name
under the Radisson hotels. The Radisson hotels are in the United States while
Radisson Blu are present in different key locations of major cities.

Radisson Blu is a worldwide upper upscale hotel brand. Its hotels (known for their
stylish design and prime locations) are found in major cities, key airport gateways and
leisure destinations.
The tagline of the brand is ‘Feel the difference’. This is also reflected in the brand's
focus points: memorable, stylish and purposeful.
The Radisson Blu brand is part of the Radisson Hotel Group. It is operated by
Radisson Hospitality Inc. in the Americas and Asia Pacific (APAC) regions, and by
Radisson Hospitality AB in Europe, the Middle East and Africa (EMEA).

The Radisson Blu brand first came into being in 2009 when Radisson SAS rebranded
and changed its name to Radisson Blu.
In 1960, the Royal Copenhagen hotel opened in Denmark. Designed by Arne
Jacobsen for SAS International Hotels (SIH), the hotel division of Scandinavian
Airlines. Then, Radisson SAS was created in 1994 when SAS International Hotels
(SIH) joined forces with the Radisson brand for Europe, the Middle East and Africa
(EMEA). The resultant hotel brand grew rapidly and opened its 100th hotel in 2000.
On 4 February 2009, the name changed from Radisson SAS to Radisson Blu. This
was announced at the opening party of the Radisson Blu Hotel, Zurich Airport in
Switzerland. The name ‘Blu’ was chosen as part of a research project to find a new
visual identity as the company looked to replace the familiar SAS blue box and "It’s
simple, it’s short"
 HISTORY OF RADISSON BLU

1960-2010

1960

First SAS hotels opened in Copenhagen, the current Radisson Collection Royal Hotel,
Copenhagen

1962

Group name changed to Carlson and acquired Minneapolis Radisson Hotels

1986

Carlson Hotels and SAS International Hotels signed a partnership to bring the
Radisson brand to Europe

1987

Carlson Hotels launched the Country Inns & Suites by Carlson brand

1989

Headquarters moved to Brussels

1994

SAS International Hotels signed a franchise agreement with Carlson Hotels to manage
the Radisson brand in EMEA, which would later become Radisson Blu
1999

Carlson Hotels launched the guest loyalty program now known as Radisson Rewards

2002

SAS International Hotels became The Rezidor Hotel Group and acquired franchise
rights to Regent Hotels & Resorts, Park Inn and Country Inns & Suites by Carlson

2006

The Rezidor Hotel Group completed an initial public offering on the Stockholm Stock
Exchange. Carlson purchased additional shares, increasing its ownership to 35%

2009

Radisson SAS brand name was updated to Radisson Blu

2010

Radisson Blu became the largest Upscale Hotel Brand in Europe, per MKG

Park Inn becomes Park Inn by Radisson

Rezidor named one of the Most Ethical Companies of the World by Ethisphere
Institute

2010-2020
2012

Carlson increased its ownership in The Rezidor Hotel Group to 51%, and the two
joined forces in a strategic partnership and went to market as Carlson Rezidor Hotel
Group. Carlson Rezidor Hotel Group was named Hotel Group of the Year at the
Worldwide Hospitality Awards 2012.

2014

Carlson Rezidor Hotel Group announced a new brand in the upscale lifestyle select
segment, Radisson RED

2016

HNA Tourism Group acquired Carlson Hotels, Inc.

The Rezidor Hotel Group entered the economy segment with a 49% stake in prizeotel

2017

Federico J. González became Rezidor’s President & CEO and Chairman of the Global
Steering Committee

HNA Tourism Group Co., Ltd. announced a mandatory public offer to acquire all
shares in Rezidor

2018

Country Inns & Suites by Carlson became Country Inn & Suites by Radisson
Carlson Rezidor Hotel Group became the Radisson Hotel Group, a new global brand
architecture, introducing Radisson in EMEA and launching the Radisson Collection
brand
Radisson Hotel Group Rebranded Club Carlson loyalty program to Radisson Rewards
Rezidor Hotel Group AB (pub) renamed to Radisson Hospitality AB (publ) on 7 May
2018.

2019

A consortium led by Jin Jiang International Holdings Co. Ltd. completed the
acquisition of the shares in Radisson Hospitality AB

Radisson Hotel Group began the roll-out of its new global Responsible Business
training program

Radisson Hotel Group entered the future of digital hospitality with the launch of its
new multi-brand platform: RadissonHotels.com

The first co-branded hotel of Jin Jiang International and Radisson Hotel Group was
launched, the Radisson Blu Hotel, Frankfurt

Radisson Hospitality AB completed the acquisition of prizeotel

Radisson Hospitality AB’s application for delisting from Nasdaq Stockholm was
approved

2020

In response to the COVID-19 pandemic, Radisson Hotel Group announced its

Radisson Safety Protocol, a global commitment to cleanliness and hygiene in
partnership with SGS

Radisson Hotel Group launched a new brand: Radisson Individuals

Radisson Hotel Group strengthened its extended stay value proposition and
ambitiously grows its serviced apartments portfolio across EMEA
 Expansion into the United States

SAS did not have hotels in the United States (US), but – after becoming Rezidor
Hotel Group – was able to bring the brand to the country via a master franchise
agreement with Carlson Hotels.
This saw the opening of the first Radisson Blu hotel in the US: the Radisson Blu Aqua
Hotel, Chicago in November 2011. Still, in operation, the hotel occupies part of the
Aqua skyscraper developed by Studio Gang Architects.
The second Radisson Blu property to arrive in the US, the Radisson Blu Mall of
America (which is connected to the Mall of America), opened on March 15, 2013, in
Bloomington, Minnesota.
In 2014, the Radisson Plaza Hotel Minneapolis was renovated and converted into the
fourth Stateside Radisson Blu hotel. It was a special project as the Radisson Blu
Minneapolis was located on the former site of the first-ever Radisson Hotel.
Since then, Radisson Blu has continued to expand globally under Carlson Hotels and
Rezidor Hotel Group – now Radisson Hospitality Inc. and Radisson Hospitality AB.
In 2010, Radisson Blu was named the largest upper upscale hotel chain in Europe, an
honour it has held to this day.
 MAJOR MILESTONE OF RADISSON BLU

With more than 20 years of operation, Radisson Hotel Group is one of the leading
international hotel groups in the country, with seven distinct brands and presence
across over 60 locations encompassing key businesses and leisure and Gateway
centres. Boasting one of the most widely connected domestic networks in India. The
growth has been finally Growing at an exceptional momentum with plans to open 14
new hotels in 2021 and more than 60 hotels in the next five years. The Radisson Hotel
group has been one of the pioneers to identify tier two, three and mid segment
markets as the growth engine and was amongst the first international hotel chains to
venture into this area. Today the group draws more than 50%. of its business from
these centres, a testament to its vision. and commitment to make hospitality accessible
in every part of the country. With the group’s wide presence, operating scale and
distribution in India. It is now seeking to enter tier four and five markets in an
aggressive manner. Focused on the needs of today's travellers, The group has evolved
its portfolio by introducing hotels and resorts that offer contemporary indulgences,
and elevated guest experiences and superior design quality.

One hundred operating hotels is a milestone that both celebrates our legacy and
heralds a new era of hospitality at Radisson Hotel Group. We are focused on building
a future-ready roadmap for our business which will uplift our brand equity, transform
our operations and establish a culture of excellence,” says Zubin Saxena, managing
director and vice-president operations South Asia, Radisson Hotel Group.

The hotel group has identified the growth potential of tier II, tier II and mid-segment
markets in India. The group draws more than 50% of its business from these
segments. It is now looking to aggressively enter more up-market segments to grow
its market share.

The hotel group plans to open more than 60 hotel properties across India over the next
five years.

It is continuing its growth momentum and will open 14 new hotels this year, including
six upscale resorts in high demand leisure destinations such as Radisson Blu Resort
Dharamshala, Radisson Blu Resort Visakhapatnam, and Radisson Resort & Spa
Lonavala
 ORGANISATIONAL STRUCTURE

Organisation and governance

Our Responsible Business and environmental policy are embedded within
all levels of the organisation. We combine both a top-down and bottom-up
approach to ensure maximum engagement in operations and the greatest
impact for our company.

Organisation
The Board of Directors is responsible for the Responsible Business report. The global
steering committee, including the chairman, is frequently updated on strategies, plans
and progress of the Responsible Business 5-year plan. The Responsible Business team
sets and implements the strategy and ensures cross-departmental cooperation. The
team works very closely with the
area support office teams.

Europe, Middle East, Africa

In EMEA, a network of 23 Regional Responsible Business Coordinators sets regional
targets in line with group strategy. They also follow-up on progress made by hotels.
Each hotel is expected to have a Responsible Business coordinator and Responsible
Business team. The Responsible Business coordinator and their team jointly define
the Responsible Business action plans in line with both regional and group priorities.

Reporting and compliance

Regular (minimum quarterly) environmental statistics for owned, managed and leased
hotels are collected in the Think Planet section of our financial reporting and
consolidation system. Hotels report their full Responsible Business performance in
the yearly Responsible Business status report, which contains checkpoints on Think
People, Think Community and Think Planet. Due to the impact of COVID-19, the
number of checkpoints was reduced from 100-plus to 20 checkpoints. Ninety percent
of our hotels submitted an answer to the status report.

Environmental issues
RHG checks the environmental compliance of all hotels. During 2020, no hotel
reported environmental compliance issues.
 TOP MANAGEMENT

FEDERICO J. GONZALEZ
Chief Executive Officer
Federico J. González is the CEO of Radisson Hotel Group, based in the EMEA
headquarters in Brussels, Belgium. The Group has more than 1,600 hotels in
operation and development around the world.
González has extensive global executive leadership experience in the hospitality,
leisure, and fast-moving consumer goods (FMCG) sectors. Prior to joining Radisson
Hotel Group, he was Chief Executive Officer of NH Hotel Group, where he led a
major turnaround of the company. González was previously Deputy General Manager
of Disneyland Paris and worked 16 years in senior management positions at Procter &
Gamble in Brussels, Madrid, and Stockholm before becoming the company’s country
Head of Portugal in 2000.

SERGIO AMODEO
Global Chief Financial Officer
Sergio Amodeo serves as Global Chief Financial Officer for Radisson Hotel Group.
His teams support the accounting functions, internal audit, treasury & investments,
budgeting and forecasting processes, forward-looking analytics, and reporting.
With over 20 years international experience working with leading fast moving
consumer goods companies (FMCG) such as P&G, Groupe Danone, and Bolton
across four different countries (Italy, France, New Zealand, and Spain), from stable
environments (CFO Europe) to growth environments (CFO EMEA), Amodeo has also
focused on the development of new geographies as Global Head of Business
Development.

CHEMA BASTERRECHEA
President EMEA
Chema Basterrechea serves as President for EMEA at Radisson Hotel Group.
Basterrechea is responsible for all operational and commercial matters including
brand standards implementation, operating procedures, commercial activities, Hotels
and Areas P & Ls, introduction of operating models and organisational efficiency, and
improvement of the company’s profitability and brand awareness. He also works to
identify new market segments and helps to expand the existing customer base of the
group.

INIGO CAPELL
Global Chief People & Resources Officer
Iñigo Capell serves as Global Chief People and Resources Officer at Radisson Hotel
Group.
Capell is a seasoned executive with more than 25 years of experience in talent
management for highly complex, multinational companies. He is an experienced
leader of global change management, digital transformation processes, and merger
and acquisition integration.
In his global role, Capell is responsible for Radisson Hotel Group’s human resources,
information technology, procurement, technical services and responsible business
departments.

ERIC DE NEEF
Global Chief Commercial Officer
Eric De Neef is a strategic, proactive and visionary leader with a 30+ years track
record within the international hospitality industry. He is deeply experienced in hotel
operations and specialises in the full global Commercial and Branding scope with a
focus on Guest Experience and Digitalization.
As the Global Chief Commercial Officer of Radisson Hotel Group, De Neef leads the
commercial and branding organisation for the company. He is charged with
developing the global branding, guest experience, marketing, and revenue generation
strategy. His role also includes global sales, distribution, and revenue optimization.
 EVA-MARIA ERAUW
Global Chief Legal Officer & General Counsel
Eva-Maria Erauw serves as Global Chief Legal Officer & General Counsel at
Radisson Hotel Group.
In her role, Erauw is responsible for all legal matters tied to the central business
functions, including development, asset management, sales and marketing and
procurement, as well as providing legal support to the regional operational offices. As
General Counsel, she oversees the protection of the global trademark portfolio of
Radisson Hotel Group brands and is responsible for risk management, compliance,
and data privacy.

KATERINA GIANNOUKA
President Asia Pacific
Katerina Giannouka is a member of Radisson Hotel Group’s Executive Leadership
Committee where she works in partnership with the global and Asia Pacific leadership
teams to drive success and growth for Radisson Hotel Group.
In her role as President for Asia Pacific, she is responsible for leading the Group’s
Asia Pacific executive committee and its corporate offices in Singapore, Shanghai and
Delhi. A dedicated hospitality professional, Katerina will propel the strategic growth
of Radisson Hotel Group’s expansion models and underlying business operations.
 ELIE YOUNES
Global Chief Development Officer
Elie Younes leads Radisson Hotel Group’s organic growth and M&A expansions
across EMEA and APAC with an international team based across the world.
Younes has re-engineered Radisson Hotel Group’s development strategy to focus on
asset-right growth and relevant mature and new business concepts in a fast-changing
environment. He has a clear vision on delivering a compelling value proposition to
investment stakeholders and is on a mission to have this executed.
SERVICES WE
OFFER
CHAPTER - 2
 MARKETING STRATEGIES OF THE COMPANY

MARKET SHARE
Radisson Hospitality AB is a Sweden-based company engaged in the operation of a
hotel network. The Company is part of the Radisson Hotel Group, the eleventh hotel
group in the world. Through the franchise agreement with Radisson Hospitality Inc.
USA, Radisson Hospitality AB develops and operates the hotel brands Radisson
Collection, Radisson Blu, Radisson, Radisson RED and Park Inn by Radisson
throughout EMEA; together with the Radisson Rewards regular bonus program. Since
2015, Radisson Hospitality AB owns 49% of prizeotel. Radisson Hospitality AB's
hotel portfolio comprises 472 hotels with more than 106,000 rooms in operation and
under development throughout EMEA.

For the six months ended 30 June 2020, Radisson Hospitality AB revenues decreased
58% to EUR198.5M. Net loss totalled EUR92.5M vs. income of EUR14.8M.
Revenues reflect Room Revenue segment decrease of 64% to EUR95.9M, Rest of
Western European Countries segment decrease of 64% to EUR83.1M, Occupancy - %
- Park Inn decrease of 60% to 29.9%, Daily Room Rate (ADR) - Radisson Blu
decrease of 23% to EUR93.

Radisson Hotel Group's latest funding round was a PIPE for $337.95M on November
13, 2018.
Radisson Hotel Group's latest post-money valuation is from November 2018.
 SWOT ANALYSIS

Strengths in the SWOT analysis of Radisson Hotels

Strengths are defined as what each business does best in its gamut of operations which
can give it an upper hand over its competitors. The following are the strengths of
Radisson Hotels:
● Service: As the tagline of Radisson indicates, the service motto of the hotel
chain is “Yes I Can.” The employees are trained to never say no or show
disapproval for customer requests, always positive, pleasant and willing to
serve. This ensures that their service is top grade and consistent across their
properties in various parts of the world.

● Wide network: The Radisson Group has a presence in almost 73 countries

across the world and has around 1000 properties. Though the majority of their
hotels are in the United States where they have a wide network, the hotel chain
has a strong presence in most of the

● Service: Shangri-La Hotels & Resorts are famous for the top service quality
and customers are given a lot of personal attention. The decor of the restaurant
is imperial and the architecture inspirational and the service quality is
consistent across all its properties.

● Radisson Rewards: Radisson is popular for their rewards program which has
often been considered as an industry benchmark. Their rewards scheme
consists of member rates which are lower than the standard room rates for
regular customers. Personalised service options, discounts on food and drink
and free award nights. The points can be collected for stays across any
Radisson Hotel and can be redeemed in any of their hotels as well.

● Wide target segments: The hotel chain owns prestigious hospitality brands
like Radisson, Radisson Blu, Radisson Red, Country Inns and Suites by
Radisson and Park Inn by Radisson. While Radisson Blu refers to hotels
outside the United States which cater to luxury travellers, Radisson Red is for
young customers while Park Inn is for the economy segment. Thus, the hotel
chain has something for all income customers which in turn helps them target
larger audiences.

● High brand recall: Radisson is a group of hotels with a unique brand identity
which is synonymous with high-end service quality. Through their every
moment matters tagline, which also reflects their service philosophy, the group
has been able to emotionally connect with their customers.
Weaknesses in the SWOT analysis of Radisson Hotels

Weaknesses are used to refer to areas where the business or the brand needs
improvement. Some of the key weaknesses of Radisson Hotels are:

● Expansion plans: Radisson Group is planning to expand further into the Asia
Pacific and this will also be backed by a restructuring and leadership change.
This change will come with a lot of expenses and may prove to be costly for
the company. The restructuring and leadership change may also mandate the
need for a change of culture which may be challenging.

● High promotion costs: The Radisson Group is planning to reposition and

rebrand itself for which the budget assigned is 200 million USD. At an age
where the hotel business is facing cost management challenges, it may not be
the right move.

● Too much spread: Radisson Group has under its portfolio eight different
hotel brands across eight segments and operations in more than 73 countries
across various continents. This huge spread is creating a disconnect between
the hotel categories and sub-brands. This is also confusing to the customer
who expects the same service quality in all Radisson hotels and does not
realise that it may vary depending on which segment the sub-brand caters to.

Opportunities in the SWOT analysis of Radisson Hotels

Opportunities refer to those avenues in the environment that surrounds the business on
which it can capitalise to increase its returns. Some of the opportunities include:

● Changing Market Trends: The increased focus on service, is reducing the

price sensitivity of an average customer. Business class hotels are benefitting a
lot from the surge in corporate overseas travel. Yet another market trend that
acts in Favour of hospitality businesses are the lower costs of overseas travel
which makes it important for hotel chains to have a presence in all parts of the
world.
Threats in the SWOT analysis of Radisson Hotels
Threats are those factors in the environment which can be detrimental to the growth of
the business. Some of the threats include:
● Competition: The main competitors of Radisson Group are Shangri-La Hotels
& Resorts, Starwood Hotels & Resorts, Hilton, Wyndham Worldwide, and
Intercontinental Hotels.

MARKETING STRATEGIES PAST 5 YEARS

Radisson Hotel Group looks ahead to a strong recovery. 2021 will likely be a
transition year with a challenging first half and an expected start to the recovery
process thereafter.
It will also be a year of further opportunities for a more sustainable future. RHG’s 5-
year strategic plan for 2020 – 2025 includes the Responsible Business focus areas and
targets for our hotels globally. These targets align with and contribute to the hotel
industry's 2030 focus areas, defined by the Sustainable Hospitality Alliance and to the
UN Sustainable Development Goals.
RHG’s ambitious and award-winning Responsible Business program has three core
areas to ensure that we care for our guests, our people and our planet and act in an
ethical way. Targets of RHG’s Responsible Business program include reducing our
carbon and water footprint by 30% by 2025, aligning with science-based emissions
reduction targets in 2021, removing single use plastics and continuing to drive best
practices in water stewardship and responsible consumption behaviours.
With the strong focus on ethical business practices, RHG seeks to promote and
enhance human rights within its sphere of influence, in its operations and the supply
chain. RHG will continue its outreach creating shared value in communities in the
areas of Food, Shelter and better Futures especially to children and youth-at-risk.
 CURRENT MARKETING STRATEGIES

The Marketing Strategy of Radisson Hotels analyses the brand with the marketing
mix framework which covers the 4Ps (Product, Price, Place, Promotion). There are
several marketing strategies like product innovation, pricing approach, promotion
planning etc. These business strategies, based on the Radisson Hotels marketing mix,
help the brand succeed.
Radisson Hotels marketing strategy helps the brand/company to position itself
competitively in the market and achieve its business goals & objectives.
Let us start the Radisson Hotels Marketing Strategy & Mix to understand its product,
pricing, advertising & distribution strategies:
Radisson Hotels Product Strategy:
The product strategy and mix in Radisson Hotels marketing strategy can be explained
as follows:
Radisson Hotels is one of the leading hotel chains in the world. Radisson Hotels is a
branded House which has 7 brands operating under it. They are as follows:
- Radisson Collection
- Radisson Blu
- Radisson Red
- Park Plaza
- Park Inn
- Country Inn & Suites
The hotel rooms have full facilities ranging from air-conditioners, attached bathroom
to refrigerator, bathrobes, slippers, etc. What makes the service different is the other
amenities like wake-up facility, spa, sauna, doctor-on-demand, Jacuzzi, hair salon,
etc. It also has to suit individual needs several dining options where different types of
cuisines are served. All the services are a part of its marketing mix product portfolio.
Although its primary target customer segment is the high-profile clients, it sub-
categories its customers and caters to their specific needs. Say, Radisson Red is
targeted at young travellers, Park Inn at a midscale group of hotels. Differentiated by
location-in a primary city versus a secondary market-Radisson Blu is a luxury line
targeted at the upper upscale segment, Radisson Green at the upscale segment
respectively. Needless to say, it faces tough competition from Hilton, Ritz, Starwood
Hotels, Four Seasons, Marriott etc.

Radisson Hotels Price/Pricing Strategy:

Below is the pricing strategy in Radisson Hotels marketing strategy:
Radisson primarily has adopted a premium pricing strategy as it is aware that its
guests- business travellers, honeymooners, leisure travellers, etc.- will not mind
shedding additional bucks for such goods of ostentation and maintaining their status
and quality.

But again, there is a POD (point of differentiation) here. Radisson Hotels have a high
and mid premium pricing strategy to serve the respective customer segment. In
addition to this, it has implemented promotional pricing strategies by offering a few
incentives to its loyal and regular customers.

Radisson Hotels Place & Distribution Strategy:

Following is the distribution strategy in the Radisson Hotels marketing mix:

Radisson Hotels are present in 70+ countries at over 900 locations with headquarters
being in Minnetonka in the United States. Radisson Blu operates at 150+ places in
Asia, Europe and Africa, Park Inn at 120+ locations.

Radisson Hotels Promotion & Advertising Strategy:

The promotional and advertising strategy in the Radisson Hotels marketing strategy is
as follows:

Radisson Hotels uses a combination of several marketing strategies to promote its

product. Yes, I Can! is a training program focused on guest satisfaction. It is a type of
Internal Marketing Strategy (or Relationship Marketing) wherein the hotel’s front-line
service employees are trained on how they can serve their customers to the best of
their abilities. It aims to achieve 100% Guest Satisfaction and is so confident that it
allows its customers a 'No Payment’ option if the service can’t be made right. Not
only this, it also believes in individual attention and relating with its customers on a
personal level. In line with this strategy is its word-of-mouth promotion strategy.
Radisson believes that if its guests are satisfied and happy, they will spread positive
word of mouth and will, in an indirect way, act as agents of the company promoting
it. Needless to mention, it also offers its regular patrons' coupons for upgrades to
reward their loyalty. Last but not the least is the tie-ups it has with numerous travel
agents and offers incentives to increase its customer base. In this manner it attracts,
retains and increases the count of its regular and loyal and potential patrons.
Since this is a service marketing brand, here are the other three Ps to make it the 7Ps
marketing mix of Radisson Hotels.

People:
Radisson is a premium hotel chain and hence focuses on people experience. In a
service industry the employees play a vital role in the success of the business. They
are the face of the organisation. The touch points, highs and lows determine the extent
to which the organisation is able to achieve its goal. Yes, I Can! it not only trains its
employees to enhance the delivery of service but also inculcates in them a sense of
ownership. Its customers also interact with the agents which have tie-up with the
brand interact with the guests on personal level and thus play an important role in
adding to the brand value of the company.

Process:
The buying exposure of those visiting the hotel starts right from the point when a
room is booked. As everything is getting digitised at a great pace, so is the booking
system at Radisson Hotels. The target segment, which comprises the upper segment of
people, now prefer to make bookings online or via an agent and the offline booking is
somewhere going behind the scene. Radisson Hotels has a dedicated team of digital
specialists which creates innovative channel campaigns and shares relevant news.
Then comes the actual utilisation of the service, i.e., check in at the hotel. The valet
parking facility is available at the entrance. Then comes the reception counter where
the entry is made, then going to the room, living for a certain period and then
checking out. This is well managed by the front-line employees and by those who
have tie-ups with the brand. It is made sure that customers are satisfied fully through
its services.
Physical Evidence:
As the Radisson brand falls in the premium category and is perceived as conferring
high status to its customers, it accordingly has the infrastructure at all its service
offering centres. From the point of entry to the point of exit, it has well furnished
rooms, technologically advanced equipment, premium range of products, clean and
fresh environment and ambience in accordance with the needs and purpose of
booking. Say, for a Boardroom Meeting, the setup is different and for a Birthday
Party, the setup is different. Hence this completes the marketing mix of Radisson
Hotels.

TAGLINE

Its tagline is “Hotels That Love to Say Yes!” (To all) which is in line with its vision of
being one of the top three hotel companies in the world and of course for its guests,
owners and investors. It sees its offering as a power to create between people and
communities' meaningful connections and mutual understanding. Browse marketing
strategy and 4Ps analysis of more brands similar to Radisson Hotels. The Marketing
Strategy & Mix section covers 4Ps and 7Ps of more than 800 brands in 2 categories.
 CHAPTER 3

FINANCIAL REPORT

5-Year Operating Plan In 2017, Radisson management developed a 5-year operating

plan, approved by the Board of Directors in October 2017 and presented to the
investor community in January 2018.
The vision of the company is to be the company of choice for guests, owners and
talent. The operating plan is built around two pillars; (1) creating memorable
moments, and (2) being a true host and the best partner. These two pillars sustain
seven levers that are translated into 25 concrete and actionable initiatives, enabling
the company to reach the objective in the plan is to increase revenue by 6-7%
annually from 2018 to 2022 and of doubling EBITDA by 2022 with a margin of 13-
15%.A general summary of the key initiatives within the seven levers is as follows:
Portfolio management initiatives aim to strengthen hotel revenue and profitability
performance by deploying a repositioning plan to upgrade the properties, introducing
a new operational model at hotel level and a more dynamic asset management
strategy. Brand and Product initiatives focus on leveraging the launch of the new
brand Radisson Hotel Group, through the definition of a new brand architecture, key
positioning elements and a differential guest experience for each brand.
Marketing, Sales & Revenue management initiatives allow for improvement in
customer attraction and repeat business through increasing investments in customer-
facing activities, upgrading the current loyalty program, as well as developing the web
and mobile capabilities.
Organisational Talent & Responsible Business initiatives focus on the
consolidation of a single corporate culture, allowing the Company to become a true
global leader.
Cost advantage initiatives enable higher competitiveness and cost efficiency, through
the development of new organisational and operating models that are optimised and
consistent across the organisation, as well as an improved global procurement
strategy.
Best systems initiatives focus on securing the best-in-class IT platforms across the
industry, to drive the implementation of the rest of the plan’s initiatives.

Scale initiatives centre on driving organic growth, with a stronger EU presence, while
realising exits from non-strategic hotels. The scaling strategy will be supported by a
new global approach to Business Development, as well as a refined value proposition
for owners. The plan is deployed in two phases. The first phase focused on defining
and implementing the new value proposition and business model to set the basics for
growth. The second phase focuses on boosting organic growth, driving exponential
improvement in revenues and margins. The objective in the plan is to achieve >70%
of the economic impact of the organic expansion by 2024. Due to the outbreak of
Covid-19 in EMEA in Q1 2020, management and the Board of Directors will during
June and July 2020 revise the timing of the deployment of the 5-year operating plan
and the financial objectives. See also section “Going Concern” below.

RevPAR Development On a like-for-like basis, including hotels under renovation

(“LL&R”), RevPAR for leased and managed hotels improved by 1.9% compared to
2018, driven by occupancy. RevPAR LFL&R for leased hotels grew by 3.1%. All
geographic segments reported RevPAR LFL growth over last year. The strongest
growth was seen in Eastern Europe (2.5%) linked to strong growth in Turkey and
Russia. In Rest of Western Europe, RevPAR LFL&R grew by 1.6%. All key countries
experienced growth, with the exception of the Netherlands, Switzerland and the UK.
The growth was led by Belgium, France and Germany. The overall growth in the
Nordics was at 2.1%, led by Norway and Sweden, whereas Denmark was slightly
below last year. The RevPAR LFL&R for Middle East & Africa increased by 1.9%,
despite challenges in the United Arab Emirates. Reported RevPAR increased by
2.5%.
 Consolidated Statement of operation

Consolidated statements of operations are the heading appearing on the financial

statement, also referred to as the income statement. In a small survey of 14 U.S.
corporations with publicly-traded stock, I found that eight used the title of
consolidated statements of operations. The other six corporations used one of the
following titles: consolidated statements of income, consolidated statements of
earnings, or consolidated results of operations. In the case of smaller corporations and
sole proprietorships, you will more likely see the heading income statements.
Seasoned business owners often refer to this financial statement as the P&L, which is
short for profit and loss statement.
The word statements (instead of statement) are used in the heading because publicly-
traded U.S. corporations are required to present the income statements for each of
their most recent three accounting years.
The term consolidated is used in the heading of the financial statements when the
corporation controls several separate legal entities but is reporting the results as one
economic entity.
 consolidated statement of income statement

Consolidated financial statements are financial statements of an entity with multiple

divisions or subsidiaries. Companies can often use the word consolidated loosely in
financial statement reporting to refer to the aggregated reporting of their entire
business collectively. However, the Financial Accounting Standards Board defines
consolidated financial statement reporting as reporting of an entity structured with a
parent company and subsidiaries.
Private companies have very few requirements for financial statement reporting but
public companies must report financials in line with the Financial Accounting
Standards Board’s Generally Accepted Accounting Principles (GAAP). If a company
reports internationally, it must also work within the guidelines laid out by the
International Accounting Standards Board’s International Financial Reporting
Standards (IFRS). Both GAAP and IFRS have some specific guidelines for companies
who choose to report consolidated financial statements with subsidiaries.
 consolidated balance sheet

A consolidated balance sheet presents the financial position of an affiliated group of

companies. The result is a balance sheet that shows the assets, liabilities, and equity of
the group as though they were a single firm. This document is usually presented as
part of a complete set of consolidated financial statements. When a consolidated
balance sheet is prepared, inter-company transactions are removed to keep from
inflating any accounts through double counting.
When conducted manually, the consolidation process needed to create a consolidated
balance sheet is both lengthy and prone to error. Consequently, several commercially-
available software packages have features that allow for a more automated
consolidation process; this contributes to the completion of a faster close and the more
rapid issuance of financial statements.
A consolidated balance sheet presents the assets and liabilities of a parent company
and all its subsidiaries on a single document, with no distinctions on which items
belong to which companies.
 CONSOLIDATED STATEMENT OF CASH FLOW

Consolidated Cash Flow Statement

● A consolidated cash flow statement aggregates cash flows from financing,
investing and operating activities across all majority-owned companies that
are legally separate businesses. This means that you exclude general
partnerships and sole proprietorships, which are not legally distinct, from
consolidation. Generally, the review of a consolidated cash flow statement is
perceived as more effective than reviewing each cash flow statement
separately, because it represents the total cash flows for all the businesses.
You must follow GAAP in preparing consolidated cash flow statements, as
you would when preparing each company's cash flow statement.
Process
● First, prepare a separate cash flow statement for the parent and for each
applicable subsidiary, majority-owned investment or joint venture. Next, use a
worksheet to adjust any line items to remove intercompany sales and transfers.
Confusion can result if you try to make the adjustments directly on the
statement at the same time that you combine data. Next, add each separate
 cash flow statement along with the worksheet's adjustments. The final result is
a consolidated cash flow statement.
What Consolidation Includes
● Adjustments to offset the net effect of intercompany sales and transfers are
required, because consolidation rolls all results into one and no accounting
rule allows a company to sell or transfer goods or services to itself. For
consolidation rules to apply, your company must own the majority of the
outstanding stock, membership interests or limited partner interests in a
business. If your company has voting control but not ownership control,
meaning your company directs what another business does but does not own
50.1 percent or more, then you exclude that business from the consolidation.
 CHAPTER 4

CSR INITIATIVE AND UNIQUE PRACTICES

Think planet
It’s in our interest to support the preservation of natural resources and destinations.
Radisson Hotel Group is making efforts to reduce our carbon, energy, water, and
waste footprint as part of Think Planet. We aim to reduce the negative impact of our
business on the planet, enhance our ability to deliver the value our customers expect
and protect valuable natural resources for future generations.

Energy efficiency
It is estimated that 30% of the energy used by buildings is wasted. A key goal of
Think Planet is to reduce our overall energy consumption significantly. There are
several ways we do this. They include investing in energy saving technologies and
tools, developing environment friendly building designs, collaborating with owners
and investors to invest in sustainability measures and engaging and educating
employees.
Carbon reduction
Radisson Hotel Group actively strives to reduce our carbon footprint by finding
energy efficient solutions and increasingly using renewable energy sources. We
believe that renewable energy has immense untapped potential. That’s why we partner
with innovative companies that strive to provide clean, renewable energy from
alternative sources. Our goal is to actively help fight climate change by reducing
demand for energy from CO2-intensive sources.

Carbon neutral meetings

Radisson Hotel Group automatically offsets the carbon footprint of every single
meeting and event taking place at any of our hotels worldwide, at no cost to clients.
Carbon offsetting is done in partnership with First Climate, one of the world’s largest
carbon offset organisations, supporting projects that combat climate change and have
a positive sustainable development contribution. All selected projects are Gold
Standard or Verified Carbon Standard certified.

Water stewardship
Addressing the challenge of managing global water resources, water stewardship is at
the heart of Radisson Hotel Group. Better management of water is not only good for
the planet and people, but it’s also good for business. We are focused on ensuring
water use is equitable in the communities where it does business. Our water
stewardship efforts include limiting the use of water through technology
improvements in its rooms and operations, using rainwater and greywater wherever
possible.
Reduce, Reuse, Replace, Recycle
Radisson Hotel Group works to reduce, reuse, replace and recycle and share best
practices in this area. We work with suppliers to reduce waste and increase recycling.
Other key waste management priorities include food waste management and the
elimination of single-use plastics wherever possible.

Responsible sourcing
Much of a hotel’s environmental impact is generated through products, services and
activities that are sourced. Radisson Hotel Group partners with like-minded suppliers
committed to doing business responsibly, providing integrated projects and solutions
for our hotels.
Suppliers are required to respect the Supplier Code of Conduct, with all applicable
laws and regulations and request the same from their supply chain, including third-
party labour agencies.
Ecolabels
Making sure our hotels operate as sustainably as they can is key. Radisson Hotel
Group values the third-party certification of our hotel’s sustainability efforts. It
ensures our achievements are fully transparent and credible, and it assists our hotels in
identifying areas of opportunity. We partner with global ecolabels, recognized by the
Global Sustainable Tourism Council, such as Green Key and Earth Check, which
audit hotel performance.

Green operations
Digital mainstream
RHG partners with hotel kit, an all-in-one hotel operations platform that provides a
quick and easy way for hotels to improve their internal communication, store
knowledge centrally, optimise processes and plan tasks in a structured manner. By
using Hotel kit, hotels digitise their paper processes. An average hotel saves 8,000
sheets of paper annually in doing so. In terms of staff engagement, Hotel kit provides
easy onboarding of new team members and continuous training of team members.
Articles and how-to-videos in the handbook ensure team members meet safety
requirements. This encourages knowledge management and self-learning.
Additionally, Hotel kit aids in sustaining good interpersonal relations with team
members in different departments. Team members can communicate and contribute
ideas with each other regardless of their job position. It is easier than ever to keep
everyone informed about what is going on in the hotel.
Responsible Food and Beverage

In our Food and Beverage operations, where a large part of our carbon footprint
originates, we work to apply these principles: local, seasonal, responsible packaging,
fair trade, organic and vegetarian. Local means supporting local producers and
seasonal is focused on using a maximum of in-season food to reduce the hotel's eco-
footprint. Responsible packaging considers the life cycle of packaging. Fair trade,
organic and vegetarian aims to integrate fair trade products, introduce vegetarian
options and use organic products wherever possible.

Food and Beverage direction RHG properties in Europe, the Middle East, and Africa,
now provide a new Food and Beverage offer that promotes guest well-being and
sustainability. The changes include menus that are 35-40% vegetarian and plant
based. RHG is actively working to make sure properties are using as many sustainable
ingredients as possible for reasons of health, food security and animal welfare.
Additionally, Food and Beverage will be using organic and fair-trade coffee across
the new restaurant concepts and will be introducing natural and biodynamic wines
across our new restaurant concepts as well. Cage-free eggs RHG is committed to
sourcing its eggs from cage-free sources globally by 2025. This commitment confirms
that, for RHG, the welfare of animals raised for food is a high priority. With this
announcement, RHG is ensuring decent welfare standards for animals that are reared
for the ingredients used in the meals served in its hotels. Currently 105 Radisson
Hotels are using eggs from cage free chickens.

Responsible supply chain

RHG promotes sustainability in its supply chain and works with sustainable suppliers
to provide integrated projects and solutions for our hotels. Our commitment to combat
modern slavery in the supply chain encourages our partners and the broader business
community to take a stand against human trafficking and for human rights

The Supplier Code of Conduct RHG aims to work with suppliers who demonstrate
their environmental, social and ethical responsibility. Our Supplier Code of Conduct
outlines the minimum standards that they are expected to achieve. The Supplier Code
of Conduct includes obligations for suppliers and the broader business community to
take a stand against human trafficking and modern slavery. The Supplier Code of
Business Conduct supplements the Code of Business Conduct and Ethics and is
signed by all suppliers at group and area levels. It also becomes integrated in the
supplier agreement. In 2017, the Supplier Code of Conduct was rolled out globally to
all RHG suppliers.

Global goals and industry focus areas

UN Sustainable Development Goals The 2030 Agenda for Sustainable Development,

adopted by all United Nations Member States in 2015, provides a shared blueprint for
peace and prosperity for people and the planet, now and into the future. The 17 global
goals are an urgent call for action by all countries — developed and developing — to
unite in this effort. The goals mobilise countries, organisations and businesses to end
all forms of poverty, fight inequality and tackle climate change in a global
partnership. As a responsible leader in the industry, our efforts contribute to these
important global goals. RHG has analysed its Responsible Business commitment
against the UN Sustainable Development Goals.

Supporting industry focus areas for 2030 Together with other leading global hotel
brands, RHG reached a consensus for a sustainable industry in 2017. Aligned with the
United Nations Sustainable Development Goals, the Sustainable Hospitality Alliance
(Alliance) commits to drive action on climate change, water stewardship, human
rights and youth employment. This long-term commitment is a call to action from
across the industry. As a member, RHG is committed to advancing Responsible
Business across its operations and using its collective influence to drive action among
supply chains and stakeholders.
 REFERENCES

● About the company

https://www.radissonhotels.com/en-us/brand/radisson-blu

● Milestone of the company

https://www.todaystraveller.net/radisson-hotel-group-100-hotels-india/

● Marketing Strategies
https://ivypanda.com/essays/radisson-blu-companys-strategy/

● SWOT Analysis
https://www.marketing91.com/swot-analysis-of-radisson-hotels/

● CSR
https://www.radissonhotels.com/en-us/corporate/responsible-business/planet