Leveraging New Economic Insights to Develop More Effective Go-to-Market Strategies. A Marriott Vacation Club Business Case Overview

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2 Leveraging New Economic Insights to Develop More Effective Go-to-Market Strategies A Marriott Vacation Club Business Case Overview

3 Session Purpose Demonstrate that Income is Worthless Finding the best prospects is a universal challenge for all marketers and the more data we have the harder it often becomes to prioritize what differentiates the best from the worst Our goal today is to unveil a new economic insight approach that you may want to add to your selection criteria for capturing the right audience for your product, service or experience This approach is helping us separate the good, the average and the worthless

4 Roadmap For Today Marriott Vacation Club International (MVCI) Marriott Timesharing How We Target Today Expanding Product Portfolio Requires New Selection Tools Echelon/DSI Economic Insight vs. demographics MVCI Business Challenges requiring econographics Discretionary Spending Measure and Examples Q&A

5 Introductions Urcil Peters VP, Demand Generate & Database Marketing, Marriott Vacation Club International Dom Albanese VP, Marketing & Chief Marketing Officer, Marriott Vacation Club International Jim Koppenhaver Group VP, Echelon Marketing

6 Industry Leader: Marriott has 15 powerful, high-growth lodging brands-providing a product for every type of travel need. Marriott Rewards is the biggest and best frequent traveler program in the Lodging industry with nearly 20 million members. Marriott s worldwide reservations system has the lowest cost per reservation in the industry J.W Marriott, Jr.- Chairman and CEO

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9 Timeshare Industry Overview Wall Street estimates that Timesharing will generate revenue of $42 Billion dollars over the next 10 years Up from an estimated $8B in 2004 Several major brands have time-sharing divisions Starwood, Hyatt, Hilton, Marriott and Disney And have the same goal how do we get our piece of the multi-billion dollar pie And all face the same challenge how do we find the best prospects for our resorts

10 Our Real Estate Brands Quality Tier- Timeshare Ownership Avg. Price: $25,000 Luxury Tier- Fractional and Private Ownership Avg. Price: $175,000 - $1,000,000+ Avg. Price: $325,000 - $3,000,000+

11 Can We Make This Grow Even Faster? MVCI Sales History $1,400,000 $1,200,000 $1,000,000 $800,000 Sales $600,000 $400,000 $200,000 $0 Yea

12 Marketing Model Plan, Implement and Analyze campaign offers Identify the ideal Customer and allow them to purchase our Product through their Channel of choice. Customers Owners Referrals MVCI Hotel Partner Affinity Open Channels Broker Direct Sales In-house Linkage Media OPC OPC Direct Mktg. Product

13 The Best of the Best & the Best of the Rest Lowest cost of marketing Highest volume of lead Smallest universe Move to Reduce Purchased Lists Owner MVCI Marriott International Partners Vertical Highest cost of marketing Low volume per lead Largest Universe Horizontal

14 Data & Contact Management Support Legacy Systems Partner Data Purchased Lists Surveys and Profiles Awareness Demand Generation Marketing Database Campaign Planning Aligning Customer, Channel and Product Offerings Contact Management Suspects Aggregate, Profile, and Maintain Customer Marketing Information Prospects Customers Capturing and Remembering Customer Preferences, Behavior and Activities Transactional Information Product Introduction Purchase Service Fulfillment On-Site Experience

15 Evolution of Precision Targeting Geographic Age & Income Lifestyle & Psychographics Net Worth Discretionary Spending Index

16 The MVCI Problem Setup By making income our primary selection tool we have achieved good results But we have also run into our fair share of challenges with a focus on income, home value, and net worth $75K goes further in Des Moines than New York City Consumers can be house rich (lots of value) but cash and credit poor And getting an accurate read of net worth remains elusive MVCI now has multiple product types (fractional, private residences, timeshare) and we need to attract prospects and buyers from across a broader spectrum of the population To succeed we need a better tool to read true wealth among our suspect universe

17 Income is Worthless Because it is Wealth-less

18 Things That Make You Go Hmmmm Why would the timeshare industry be interested in economic insight when blunt instruments of mail and phone had worked so well in the past? Our problem is similar to one that many of you face How do we get the most bang for our buck? How do we fill our pipeline with the best leads knowing that brand affinity, product familiarity and ability to pay play a role in getting our prospects to become buyers? Collectively known as the paranoid market leader syndrome

19 Accurate Econographics Has Been The Missing Link in Customer Insight Capacity (ability to invest in the brand) Capacity Affinity (involvement in/exposure to brand) Affinity Propensity Propensity (predictive profile characteristics like lifestage) We have the foundation for superior and actionable insight that drives smarter marketing decisions

20 Economic Insight Is a Multi- Dimensional Puzzle Income Spending Power Expenses Financial Resources Spending Power is not: - HH Income (money in) - Net Worth (balance sheet) - Home Value (tangible asset) - Income Producing Assets (investment inc.) - Credit Score (record of repayment)

21 And Now, For Something Completely Different Net Worth Financial Assets + HH Income Discretionary Income + Home Value Home Equity = Echelon Discretionary Spending Index A continuous household-based score of that can be appended to customer and prospect files to measure levels of spending power

22 Looking For Wealth vs. Income: The Key to Discretionary Purchasing DSI Class DSI Range Average Household Income Average Home Value Average Net Worth $ 250,960 $ 565,424 $ 2,462, $ 169,732 $ 501,575 $ 1,581, $ 196,379 $ 620,189 $ 1,769, $ 145,636 $ 421,211 $ 1,512, $ 158,719 $ 320,025 $ 936, $ 123,971 $ 304,784 $ 728, $ 98,673 $ 188,198 $ 513, $ 58,102 $ 112,691 $ 239, $ 41,670 $ 65,773 $ 124, $ 31,735 $ 46,294 $ 111,309 Source: Echelon Marketing Group and SRI-BC MacroMonitor,

23 The Next Step: Moving From Ability To Spend To Demonstrated Spending

24 Beyond Who, What Do We Say? HH Capacity Group Affinity Group Propensity Group Action Existing Owner Love you, we want a deeper relationship Hotel Guest You like our brand but probably can t afford Non-Affiliated HH Marriage material, let s start dating

25 What Would MVCI Do Differently Based on Economic Insight? Challenges: Can we better select HHs for Tour solicitation for higher close rates? Could we be getting more qualified referrals from our members? Are the best HHs accepting our invitation to Tour? Can we more efficiently prioritize which Tour-No- Sale HHs to pursue?

26 Spending Capacity Finds Misfits & Orphans HH Income (Former) Spending Capacity (New) Net Effect Old Standard HH Income > $75K Qualified Prospects DSI 551+ Unqualified Prospects DSI <551

27 We re Touring A Disproportionate Number of Low-Likelihood Buyers Distribution Of Owners and Tour Prospects % of Each Group DSI Bands Owners Tour Prospects

28 Economic Insight Tells Us Which Non- Buyers Aren t About the Money Conversion Rate By Tour Frequency Conversion Rate DSI Band Conversions from Tours are dramatically higher (2x rate) at higher vs. lower DSI scores Can guide sales exec follow-up to pursue the money

29 Summary In the rapidly growing timeshare industry he who finds more paying customers wins Filling our pipeline with better qualified leads will help us achieve aggressive sales & revenue growth goals Understanding HH-level econographics gives us the information needed to truly invest in different prospects and customers differently