Boundary S&M Plan 2010

CONTENTS

OPERATIONS PLAN
Hotel Operations
Unique Selling Points (USP)
Information Technology

INDUSTRY AND MARKETPLACE ANALYSIS

Economy & Business Environment
The Hotel Industry and The London Hotel Marketplace
The Direct Competitors
Trends In the Industry
Market segments
Our Target Customers

SWOT ANALYSIS

MARKETING STRATEGY

PRICING STRATEGY
Tariff rates
Seasons showing discounted rates and special rates

DISTRIBUTION STRATEGY
Marketing partners
Directory inclusion
Internet Marketing

MARKETING PLAN
London Calendar of Events
Sales and Initiative Plan
Media Plan

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OPERATIONS PLAN

Hotel Operations

The hotel offers a complete product with services and products synonymous to large hotel chains thus bringing the hotel to the future level of expectation of
the discerning international traveller.

The hotel has 17 keys, with 5 suites including and is positioned as a quality modern hotel.

The hotel offers:

- Boundary Restaurant with 137 covers
- Boundary Bar with 24 covers
- Albion with 80 covers
- 1 Private Dining Room
- seating 20-30 boardroom style located in Boundary Restaurant
- 24 Hour Room Service
- 24 Hour Valet offering 1 hour pressing and refreshing service, same day laundry and dry-cleaning
- 24 Hour Concierge
- Business Services including laptop hire, video conferencing

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Unique Selling Points

The question always remains as to why a guest should choose your hotel over another. What stands any hotel apart from the next are the unique selling
points of the hotel which when looked at together create an experience unique to that property. We believe that our unique selling points are:

1. Location of the hotel on the boundary of the City of London, Shoreditch and Hoxton
2. Roof garden
3. Complete product
4. Intricate design with featured bedrooms and a design ethos throughout
5. Complimentary wireless connectivity and low cost telephone rates
6. Updated technology with flat screen televisions
7. Wet areas within the bathroom incorporating rain showers
8. Meeting Rooms with natural daylight
9. Team & attitude: style & professionalism
10. Green technology
11. Room size
12. Brand Conran
13. Restaurant selection

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Guest Technology

We are pleased to offer additional technology to the guests.

Wireless and High Speed Internet Access

In each guest bedroom there will be high speed internet access through the CAT5 cable and also through wireless connectivity.

Wireless connectivity is also available throughout the ground and lower ground floor with several high speed internet ports in the lounge, restaurant and
meeting rooms.

Guest Bedroom AV Equipment

We are able to provide the complete av package for each guest bedroom. 32” flat screen televisions in all rooms and i-Pod docking stations on demand.

We propose extending the i-pod docking stations so that one is available in every room.

Public Area AV Equipment

A sound system able to generate music, offer presentation capability and direct music selection in the public areas. This provides the capability to play the
same music in each area or different sounds in all areas.

In the meeting rooms all audio visual equipment necessary for the conference market of today is available.

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Quality Control

In order to control the quality and consistency of the services we provide it is proposed that we use the following quality control measures:

1. Telephone Recordings
Using recording techniques on key internal telephones to check and monitor all calls being made to the rooms team.

2. Mystery Audits
Using family and friends to start monthly audits will be done within the first 6 months and then quarterly audits thereafter where all areas of the
hotel will be tested and monitored.

3. Product Knowledge Tests

Both departmental and hotel tests will be used weekly to ensure all staff are current with the services and offers of the hotel as well as ensuring all
standards are being met.

4. Monthly Departmental Incentive Schemes

Departmental incentive schemes are a vital part of maintaining staff awareness and by using feedback from guests we will be able to target
performance issues monthly.

5. Guest Auditting
Send a post departure e-mail to every guest seeking opportunity for learning and developing the service and facility.

6. Guest History
Ensuring that we create and maintain an efficient and detailed guest history to ensure pro-active service.

7. Response
Stylish & professional response to idiosyncrasies, whims & preferences.

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INDUSTRY AND MARKETPLACE ANALYSIS

Economic and Business Environment

UK & European Data Sourced from: European Commission: Economic and Financial Affairs: European Economic Forecast Autumn 2009
http://ec.europa.eu/economy_finance/publications/publication16055_en.pdf

United States of America Data Sourced from: The Congressional Budget Office of United States of America
http://www.cbo.gov/

United Kingdom
The government deficit in 2009/10 is estimated to increase to over 13% of GDP from 6.9% in the preceding financial year (running from April to March).
Three-fifths of the forecast deterioration in 2009/10 is due to a drop in the revenue ratio that is largely a result of two interconnected factors: first, the sharp
contraction in economic activity; and secondly, the additional losses in tax revenue from two hitherto major sources: the financial sector and the housing
market. The expenditure ratio is also forecast to rise sharply, primarily reflecting the planned increase in non-cyclical primary and investment expenditure,
higher social security expenditure and the front-loading of expenditure from 2010/11.

The UK's debt ratio in 2009/10 is estimated to increase by around 16 pps. of GDP, driven by the high primary deficit and, to a lesser extent, by debt-
increasing financial sector interventions and a denominator effect from lower GDP. In 2011/12 the debt ratio, at around 90% of GDP, is set to overtake
that of the European Union as a whole.

Europe
The EU economy is emerging from recession with GDP growth turning positive again in the second half of this year. This better-than-expected rebound in
the near term is expected to be followed by a certain easing in growth. The outlook is thus for a gradual recovery further out, as several factors are set to
restrain domestic and external demand in the medium term. Future developments in the labour market and public finances will be crucial in this regard.

Signs of improvement in the economic situation have become increasingly apparent in both confidence indicators and hard data since the summer. The
exceptional monetary and fiscal measures put in place have not only prevented a systemic meltdown, but also allowed for a marked improvement in
financial-market conditions, even with several indicators back at pre-crisis levels. The outlook for the world economy has also strengthened and especially
so in emerging-market economies, mainly in Asia where China is leading the way. Together with the impact of improved confidence across sectors and
countries, growth is expected to turn positive again as of the third quarter of 2009 in both the EU and euro area. Please see current GDP forecasts in Chart
1 below.

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Chart : GDP Forecasts for EuroZone 2009

France
The global financial crisis has dragged France into a recession that will have a protracted impact on its economy. GDP, which had been growing relatively
robustly for several years, lost its dynamism in the course of 2008 and collapsed in the fourth quarter of that year and in the first quarter of 2009 (falling by
-1.4% in both periods). In the second quarter of 2009 it picked up again by a strong +0.3%. The French banking system has been resilient, mainly due to
the predominance of retail banking and relatively sound balance sheets in the corporate sector and the financial sector. Still, the confidence crisis in the
banking sector has entailed a tightening of liquidity and lending conditions. Moreover, the free fall in world trade has taken its toll on the French economy.

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Germany
Due to its large export-oriented manufacturing sector and its specialisation in investment goods, Germany was more exposed to the global trade shock
triggered by the financial crisis than most other economies. As a result, the contraction of real GDP in the second half of 2008 and the first quarter of 2009
was among the sharpest of all industrialised countries, fuelled by an unprecedented slump in exports and investment activity. However, thanks to a rebound
in exports and a remarkably resilient labour market – helped by short-time work measures – the German economy bounced back earlier than expected,
with positive quarterly real GDP growth returning already in the second quarter of 2009.

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United States of America

The Congressional Budget Office (CBO) forecasts the following:

• B A marked contraction in the U.S. economy in calendar year 2009, with real (inflation-adjusted) gross domestic product (GDP)
falling by 2.2 percent.
• A slow recovery in 2010, with real GDP growing by only 1.5 percent.
• An unemployment rate that will exceed 9 percent early in 2010.
• A continued decline in inflation, both because energy prices have been falling and because inflation excluding energy and food
prices—the core rate—tends to ease during and immediately after a recession; for 2009, CBO anticipates that inflation, as measured
by the consumer price index for all urban consumers (CPI-U), will be only 0.1 percent.
• A drop in the national average price of a home, as measured by the Federal Housing Finance Agency’s purchase-only index, of an
additional 14 percent between the third quarter of 2008 and the second quarter of 2010; the imbalance between the supply of and
demand for housing persists, as reflected in unusually high vacancy rates and a low volume of housing starts.
• A decrease of more than 1 percent in real consumption in 2009, followed by moderate growth in 2010; the rise in unemployment,
the loss of wealth, and tight consumer credit will continue to restrain consumption—although lower commodity prices will ease those
effects somewhat.
• A financial system that remains strained, although some credit markets have started to improve; it is too early to determine whether
the government’s actions to date have been sufficient to put the system on a path to recovery.

The major slowdown in economic activity and the policy responses to the turmoil in the housing and financial markets have significantly
affected the federal budget. As a share of the economy, the deficit for this year is anticipated to be the largest recorded since World War II.
Under the rules governing CBO’s budget projections the agency’s baseline reflects these key points:

• CBO projects that the deficit this year will total $1.2 trillion, or 8.3 percent of GDP. Enactment of an economic stimulus package
would add to that deficit. In CBO’s baseline, the deficit for 2010 falls to 4.9 percent of GDP, still high by historical standards.
• CBO expects federal revenues to decline by $166 billion, or 6.6 percent, from the amount in 2008. The combination of the recession
and sharp drops in the value of assets—most significantly in publicly traded stock—is expected to lead to sizable declines in receipts,
especially from individual and corporate income taxes.

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The severity of the current situation and an indication of the long recovery ahead is evident in chart 2 below:

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Industry

Data Sourced from: Pricewaterhousecoopers / Hospitality Directions – Europe Edition September 2009

The hotel sector continues to be badly bruised (or is it battered?) as the impact of the most severe UK recession in sixty years takes its toll on
corporate and leisure travel volumes and entertaining. Despite a lack of visibility on the recovery, there is talk that there are better times
ahead and the mood in the hotel sector is now overwhelmingly more optimistic. PWC research this summer shows three quarters of hoteliers
polled recently were more optimistic than they were six months ago. But still around 36% of operators told us they have seen no green shoots
yet in the hotel sector, more than twice the proportion of those that had.

The sector is by no means out of the woods yet but a way out now looks closer. There are still unknowns that could upset things as well as a
slower economic recovery delaying the revival in conferences, meetings and corporate travel. PWC’s latest forecast suggests the sector
(especially rates) will remain under pressure into 2010; albeit we expect the rates of decline to slow substantially.

PwC remain cautious about future prospects for hotel and travel markets, although we are less pessimistic than at the time of the previous
forecast in March this year. Some economic commentators believe we have not yet reached a turning point and, rather than things getting
better, they are merely getting worse at a slower rate. Others suggest we are seeing a levelling off rather than a recovery; and some fear a
global double-dip recession. There is, however, agreement that any recovery is likely to be fragile.

Nevertheless, if the stop or pause button on the UK recession has been hit, this is encouraging news for hotels. London hotels have been very
nimble in the speed of their reaction to the slump. Discounting is tightening its grip and, for many, volume has been salvaged at the expense
of rate. In contrast, in some locations like airports there have been plenty of empty rooms. Corporate travellers are not expected back for a
while but in the meantime domestic leisure short breaks have taken up the mantle, especially in London. With each percentage point of
RevPAR decline impacting operating profits and with no prospect of a rates recovery, hotel operators and owners will be seeing the
RevPAR falls translate in to substantial profit declines, despite cost saving measures.

The recession in the UK economy deepened in Q1 2009, and the economy contracted in Q2 2009 as well. Economists at PwC project that
UK GDP in PwC’s main scenario will fall by around 4.6% in 2009 (this compares to the 3.3% GDP decline PWC we anticipated in March),
but should start to pick-up later this year and into 2010, with modest growth of around 0.3% in 2010. Looking ahead, consumer spending
growth is also expected to turn negative by the end of 2009 as the severe squeeze on consumer spending from high debt levels, tighter credit
conditions, falling house wealth and rising unemployment continues. Given the uncertainty about jobs, consumers remain nervous of
spending on non-essentials. Business investment growth is expected to fall sharply in 2009 as a result of the continuing credit crunch, while
housing investment will also continue to decline. All these factors are unlikely to drive a sharp recovery in travel demand and UK
RevPAR is forecast in our main scenario to fall by around 12% in 2009.

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On a brighter note, this rate of decline should fall back to just over 2% in 2010. As well as preparing an econometric forecast, over July and
early August PwC interviewed some 60 leading chain and independent operators accounting for over 100,000 rooms in the UK. In addition
they asked investors and lenders in the hotel sector for their views.

While the mood has lightened, with nearly three quarters feeling more optimistic than six months ago, confidence regarding trading for the
rest of 2009 and to a lesser extent 2010 remains dented, with lead times short and the downward pressure on pricing expected to see room
rates falling further for a while. No one interviewed believed that we were out of the woods yet. Many pointed out that it has been an
unbelievably hard period where they have successfully cut costs but have had to fight hard for every single piece of business.

PwC’s latest central (baseline) forecast reflects the fact that GDP growth impacts our econometric model, but with a lag, and as a
consequence they expect to continue to see deterioration in trading in 2009. However, London did not see RevPAR fall as far as was feared in
March 2009, while the provinces suffered slightly more. As a result the outlook for London is noticeably more optimistic than in our March
forecast – although they expect trading to continue to deteriorate.

The forecast reflects the fact that room rates have been sacrificed for the sake of occupancy, with our UK baseline scenario predicting an
8.1% reduction in average rate but only a 4.3% drop in occupancy, combining to give a 12.1% fall in RevPAR in 2009. This would leave us
with a RevPAR figure of just below £54, the lowest since 2004. This drops further to just over £52 in 2010. The room rate declines are most
noticeable in London, which has responded to the current crisis by switching to lower priced short break leisure business.

Despite the spending cutbacks in both the corporate and leisure sectors, London is still a ‘must-see’ destination for both UK and global
travellers. For this reason, occupancy is expected to remain at around 79% for both 2009 and 2010, a drop of only 200 bps from the peak
in 2007. A return to growth in room rates, however, is still not on the horizon. In 2010, as room rate declines halve, occupancy should see a
return to growth after three years of decline. For the provinces, which (except for a few centres) don’t have London’s universal appeal, further
discounting will not be enough to prevent occupancy rates falling to about 64% in 2009 and 2010, levels not seen since the early 1990s.
Coupled with a 6.6% fall in room rates in 2009, which remain flat in 2010, the baseline scenario anticipates that RevPAR will fall by 12.3%
in 2009 and drop a further 1% in 2010. See Table 1 below, for more details.

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None of the UK operators consulted expect to see room rate growth this year and nearly half expect a decline of between 2% and 10%
while a further 40% expect rates to fall by 10%. In 2010 a third still expect to see further declines, although around another third anticipate
growth. In terms of occupancies three quarters expect a fall in 2009 and over half a 5% decline. For 2010 the respondents are more hopeful;
although a quarter still expect flat occupancy and a quarter further declines, many foresee modest growth of up to 2.5%.

Despite gloomy forecasts based on City job cuts and corporate belt-tightening, London’s hotel bust has not been as spectacular as the
preceding boom. So what is helping London and will it continue into 2010? 90% of the respondents thought that the favourable exchange
rate has helped London by attracting more visitors from abroad. More than half of our survey respondents thought that discounted leisure
packages contributed to London’s relative resilience. Previously thought by many to be an expensive option, London hotels have tempted
travellers away from the provinces with discounted leisure deals, often encompassing theatre or sporting events. This seems to be the ideal
time to see the bright lights of the capital, but it remains to be seen for how long London hotels will be able to continue such heavy
discounting.

Chart 2: London Hotel Performance 2002 – 2010 Hotel Best & Worst Times

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Direct Competitors
Direct competitors were chosen due to:
• Location
• Size of the property
• Products offered
• Room Types and Rates

Green shading indicates our peer set.

Private
Rack Room
Hotel Style Location Rooms Restaurant Lounge Bar Spa Gym Dining Parking Representation
Rates Products
& Max

Quality £140 Boundary 1x

Boundary Modern Shoreditch 17 to Albion No Yes No No 30 No REN Design Hotels
Boutique £400 Rooftop pax

£295 1x Como Small Leading

5 star
The Halkin Belgravia 41 to Nahm Yes Yes No Yes 30 Valet own Hotels of the
Townhouse
£1200 pax Brand World

Refuel
A beauty
Oscar
50 £245 treatment
Haymarket Brasserie Valet Miller
5 Star Haymarket 1 to Yes Yes room Yes 3+ Design Hotels
Max Harris
Townhouse £2250 An 18m
Kemps
pool
Brumus

£150 Travel Click

The 4 Star Miller
Knightsbridge 44 to No Yes Honesty No No No Valet (GDS code
Knightsbridge townhouse Harris
£450 only)

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£59 to Hoxton 3x
Hoxton Boutique Hoxton 205 Yes Yes No No Own
£179 Grill 28pax

£205 1901 12 x
5 Star Hyatt
Andaz City 361 to George No Yes Yes Yes 363 Valet
International
£380 Catch pax

£150
Crowne Plaza 4 Star Shoreditch to Globe Yes Yes No No No Intercontinental
£210

Shoreditch
Shoreditch 22 Yes Yes Yes Yes Soho House
House

£280
The Eton
Threadneedles Boutique City 70 to Yes Yes
Collection
£490

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Trends
Trends in the Industry

• The Changing Needs of the Business Travellers

A survey carried out at last years Business Travel Show in London showed that the needs of the business traveller changes alongside our lifestyle needs when
choosing a hotel.

What do they need?

The survey questioned 1000 business travellers and found:
- When it comes to choosing a hotel, a good old-fashioned concierge, who knows the best hot spots in town, was key for 52% of business travellers,
who said they’d like a concierge who could get a table at any restaurant at the drop of a hat.
- Technology is high on the agenda. An overwhelming 75% of respondents said online booking and e-tickets was the most significant development
in business travel in the last three years, while 46% travel with a Blackberry to access emails at all times, and 28% require high-speed internet
access from their hotel. Another popular gadget is the iPod, carried by 15% of respondents.

How do we meet those needs?

a. On-line reservations through our website and Design Hotels
b. All Receptionists will be trained in the knowledge and procedures of Concierge with product testing done on a monthly basis
c. Wireless and high speed internet installed in all areas of the hotel
d. All rooms equipped with flat screen televisions, surround sound system and i-pod docking stations on request
e. Up-to-date conferencing equipment

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• The Lifestyle Hotel

The Lifestyle hotel has become the buzz word this year as guests look more and more for the comfort and surroundings of their own home environment
whilst travelling.

What do they need?

Luxury hotels across the board are setting a trend, to adjust to the increasing needs of the ever demanding customer, to provide a fully equipped, complete
product. Travellers are looking for hotels with restaurants, bars, gyms, spas and the opportunity to purchase anything that might ‘take their fancy’ during
their stay. The hotel shopping experience is a relatively new but potentially lucrative enterprise.

How do we meet those needs?

a. Provide the customer with the complete product and experience by offering facilities such as restaurant, bar, 24 hour room service
b. Offer high quality bedding and linen to enhance the sleep experience
c. Offer high quality products and amenities throughout the hotel.
d. Give the opportunity to the traveller to purchase some of the amenities experienced during their stay through various means, personal bar, at
reception or via the website and catalogues

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Market Segments

Local Corporates
• We will build on our transient business by looking at the local corporate market, businesses in the immediate area as well as slightly further towards
the city, targeting top management. These companies will also be good contenders for meetings, special events and food and beverage.

International Corporate
• We will also look to build on our international corporate market; business from Europe, US and the Rest of the World will be targeted for primarily
transient business. Again these will be top management within these companies

Travel Agents
• These cover a multitude of areas, as they book on behalf of leisure clients, businesses, fashion, music and entertainment travellers. The key to our
success will be to drive room nights through high standards and services, flexibility, value added and relationship maintenance. We will look to
apply to Amex Centurion and Signature to drive high end leisure business.

Individuals
• Guests booking directly with the hotel and not through an agency. We will maintain a relationship with regulars. New business will be found
through strong PR channels and the marketing of successful packages and local events.

Local Companies & Residents

• Again we will maintain a close relationship with the local companies & residents.

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Target Customers

Our Targeted Customers will include:

• Clients from new media, film, fashion, music and entertainment, who are looking for a quiet tucked away, discreet place to go.

• High end individuals both leisure and corporate, including targeting the Travel Agents and PA’s that book on their behalves.

• The regular guests.

• European and UK transient business.

• Local residents, for accommodation as well as special functions and food & beverage.

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SWOT ANALYSIS
Strengths
Strengths
Strengths of the Business:
Newly Renovated Product
Access to Roof garden
Location – close proximity to good
attractions and markets
Management Team with London and
boutique experience
Offering free wireless connectivity
Meeting Rooms with Natural daylight
Offering of a full service luxury property
with top end products ie REN, Savoir
Beds
Intricate design with featured bedrooms
and a design ethos throughout
Team & attitude: style & professionalism
Green technology
Room size
Brand Conran
Restaurant selection
Boundary S&M Plan 2010
-Added value
-Competitive advantage
What Does This Mean?
- Attracts customers
Weaknesses
- Adds value to the property
Weaknesses of the Business: What Does This Mean?
- Attracts summer leisure business
Awareness levels - Increase Marketing costs
- Unusual setting for a London hotel
Lack of historical data - Loss of future reservations
- Attracts leisure business
- Restricts Customer Relationship Management
- Brings guests to the area
Street noise -Loss of repeat guest reservations
- Able to run and control business
-loss of reputation
- Experience in the marketplace
Opportunities
- Attracts business travel
- Added Value to the guest
Opportunities available:
available: What Does This Mean?
- More attractive to potential customers thus Redeveloped Product - New product and vision
increasing revenues
Improvement in strength of travelling market - Greater need for hotel rooms and more
- Meet the needs of all customers people travelling to London
- Ensures we stand out among our competitors
- Added value to the guest Team Employment and Training - Able to employ the best in the industry
-Attracts leisure business New, improved technology - Efficiency in data collection
-More attractive to potential guests - E-marketing
-Improved marketability
New ownership and management company - Clear direction and new vision
-Attracts potential guests & corporate clients Joining Design Hotels - Greater representation worldwide
-Added value - New target markets
-Competitive advantage
Proximity to great attractions, markets, - Potential for weekend packages, leisure
-Attracts potential guests & corporate clients galleries & creatives & business guests
-Competitive advantage Growth of Average Room Rate in London - Increase in profitability
Internet and GDS Opportunities - Reach a wider market
-Attracts potential guests & corporate clients Olympics 2012 - Future Business potential
-Added value
-Competitive advantage Threats
-Attracts potential guests & corporate clients Threats in the Marketplace: What Does This Mean?
-Added value Saturated ‘boutique’ market - Occupancy and rate war with the
-Competitive advantage competition
Residential Location - Restrictions on operating procedures
-Attracts potential guests & corporate clients
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MARKETING STATEGY

A higher profile for the hotel, both online and offline needs to be achieved by effectively using global marketing/sales resources. These, combined with
valuable local sales and marketing efforts will create a solid platform for improved performance in 2010.

The main strategies of the marketing are:

• Bring awareness to the re-defined brand
• Improve overall visibility and awareness on the marketplace
• Increase previous guest loyalty and satisfaction
• Improve overall trading performance.

All of these will be achieved through effective marketing channels. We will bring awareness and improve overall visibility by effectively communicating with
the marketplace in the form of mail shots, postcards and other visual materials.

This will continue to ensure all markets are reached and the exposure of the hotel is maintained.

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PRICING STRATEGY AND PLAN OVERVIEW

The main objective of 2010 is to exceed the budgeted average rate and occupancy for 2009 and develop a year on year growth from this throughout
2010.

This will be achieved through establishing an aggressive selling strategy through sales, marketing and reservations. Rate positioning in combination with
constantly monitoring of market share and the hotel’s drive to maximise RevPAR.

Tariff Rate

The highest paying customer to achieve 60% of the business.

Objectives are to achieve this through ensuring that rates are aggressive in this segment through peak demand periods such as London Fashion Week,
World Travel Market and other city wide special event periods.

This will be achieved and maintained through:

• Identification of peak days and yield management to essentially optimise on the number of rooms sold at tariff rate
• Research of previous high end business
• Maintaining a high online presence to drive tariff rate bookings through our own website
• Sales trips and joining the appropriate Design Roadshows and workshops to exploit untapped wealthy markets.
• Applications to American Express Centurion Fine Hotels and US programmes such as Signature

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Corporate Rates
Rates

Guests staying for business purposes should make up about 30% of the business.

This will be achieved and maintained through:

• establishing new accounts at the appropriate agreed tactical rates
• targeting local corporate accounts,
• contracting through Design booking system,
• maintaining a high online presence to drive corporate bookings through our own website
• Sales Trips and joining the appropriate Design Roadshows and workshops to exploit untapped corporate markets.

Special
Special and Packaged Rates

Promotional rates will be considered to satisfy the demand price equilibrium. This segment is predominantly leisure weekend/low period business and will
account for approximately 10% of the business.

The objectives are to:

• Encourage ‘added value’ selling rather than rate reductions through packages
• Increase client parameters through targeted rate promotions and focus on the appropriate leisure markets
• Maximise opportunities through GDS and websites
• Manipulate the yield during peak and trough periods
• Pro-actively react to trough periods promoting special offers when required
• Launch weekend packages

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Peak and Trough Periods in London

We represent these through High, Medium and Low months as Follows:

Month 2010
2010 Occupancy Period
Predictions
Predictions
January 62.2 Low
February 72.5 Medium
March 75.9 High
April 73.1 Medium
May 74.2 High
June 79.8 High
July 75 High
August 65 Low
September 87 High
October 88 High
November 88 High
December 60 Medium

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DISTRIBUTION STRATEGY PLAN

Marketing Partners/channels

Boundary’s distribution and Marketing channels will include:

• Inclusion and launch of the hotel in The Design Hotel’s yearbook 2010. This features a piece on the designers / owners of Boundary.

• Internet distribution channels. These will include the constant development of Boundary’s own website to demonstrate the look and feel of the
hotel.

Directory Inclusions

At present we are included in the following directories for 2010:

• Design Hotels Yearbook 2010
• Directions Spring/Summer 2010 and Fall/Winter 2010. – Design Hotels bi-annual magazine distributed to their entire database as well as hotel
bedrooms for guests to peruse.
• Private Spaces through Design

We should target the following directories to be included in for 2010 and beyond:
• Limecard – Very high end Private Members club, directory, website and networking opportunities
• Corniche Travel Magazine
• London Fashion Week (February & September)
• American Express

Internet Marketing

Research shows that in 2005 internet bookings accounted for around 20% of all UK hotel bookings.

We must ensure that we have a comprehensive website that attracts the consumer to book directly. This may be achieved through:

• Effective site navigation and comprehensive page layout

• Key words throughout the site
• Ensure rates are available through all online booking channels
• Develop pages to target specific markets segments
• Offer lowest price guarantee and privacy statement
• Ensure a booking field is on the homepage and throughout the site at all times
• Ensure the site is adequately visual throughout.

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Other Internet Marketing to Include:

Programme Description Market Segment Why we chose these partners

Boundary.co.uk Hotel Website All Promote and drive business through our
own channel is cost effective and gives the
customer a real feel of the complete hotel
Designhotels.com Design Hotels website All They are representing us on a global
scale
Kiwi Collection High End Recommendation All Representation in the relevant
website, only luxury hotels marketplace
i-escape.com High End Recommendation Primarily Leisure Travellers Representation in the relevant
website, only luxury hotels marketplace
Tablet
Travel Intelligence

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MARKETING PLAN
Calendar of Events
The London Calendar of Events shows a majority of major events taking place throughout London in various establishments. This calendar can be utilised
in conjunction with Promotions, PR and marketing activities and ensuring that we target the events local and effective to Boundary.
Target
Knowledge
Jan Feb March April May June July Aug Sept Oct Nov Dec
Events 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010
London Fashion Week
19-23 February (Provisional)
East Festival
East London 4-9 March
London Burlesque Festival
London 20-25 April
Ideal Home Show
Earls Court 20 March – 5 April
Easter
3 – 5 April
May Bank Holiday
3 & 31May
Great British Beer Festival
Earls Court 3-7 August
August Bank Holiday Weekend
28-30 August
London Fashion Week
TBC
Frieze Art Fair
Regents Park14–17 October
World Travel Market
Excel 8 - 12 November
East London Design Show
Shoreditch Town Hall 2–5 December
Christmas
25-26 December
New Years Day

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 Boundary S&M Plan 2010

Sales and Initiative

Initiative Plan

This shows all sales, marketing and some PR activity (majority of this is incorporated in the Media Plan) taking place pre-opening and throughout 2110.
Direct Marketing Campaigns, Sales Trips, some events, and initiatives are listed here.

This calendar will be maintained and updated throughout the course of the year to show new ideas initiatives and promotions.
Month Date Event Initiative Geographically Market Segments
January TBC Design Hotels Escape Worldwide Travel Agents
February 14th Valentines Mail shot promotion London & UK Individuals
th th
March 4 –9 East Festival Make contact & be involved London & UK Individuals
rd th
April 3 –5 Easter Weekend Promote location London & UK Individuals
th th
20 –25 London Burlesque Be involved with Bordello & London & Europe Individuals
Festival Amber
May
June
July
August 3rd–7th Great British Beer Be involved with Meantime London & UK Individuals
Festival
September
October 14th–17th Frieze Art Fair Be involved with local art London Individuals
galleries
November
2nd-5th East London Design Be involved, self London & Europe Individuals
Show representation & Design
December
25th & Christmas & New Year Mail shot promotion London, UK & Europe Individuals
31st

Complete
In Progress
To Start

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 Boundary S&M Plan 2010

Media Plan

xx are the Boundary PR companies who plan to work with a wide range of media including consumer, newspaper & supplements, contract publications,
trade, regional, online, radio and TV.
There are many different angles that they will use to gain editorial for Boundary including:
Hotel reviews & features
Destination reviews
Design features
Fashion shoots
Spa & Fitness Features
Personal profiles/Q&As
Competition/promotions
Celebrity shoots (where relevant)
Travel News Items
F&B Reviews

Press Releases
• Specific press releases would be composed through the year to highlight consumer packages for Valentine’s Day, Father’s Day, Mother’s Day,
Christmas, Half Term & School Holidays etc. and mailed to all relevant publications in time for themed issues
• Press releases will be composed for the trade & business press announcing Boundary’s participation in trade events and shows.

Images
• Working with a photographer that specialises in hotel images, it is our intention to produce first images of the mock-up room and then the entire
hotel once open.
• A library of images showing all aspects of the hotel’s design and its key personnel has been compiled and kept on xx network to service the press
upon request

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 Boundary S&M Plan 2010

Travel Editors
Once the hotel is open, there will be many media that will wish to stay to review Boundary. xx will manage these requests in order of priority of publication
and around the paying guests, staggering them where possible.

Fashion Shoots
It is anticipated that we will receive many requests for locations for fashion shoots, interviews and filming. These can been a great way to show the hotel’s
interior to a targeted audience as well as earn the hotel a good fee and will be managed by xx and the team here at the hotel.

Events
Many publications host events during the year and xx would aim to place some of these where relevant in Boundary. In addition, most fashion and beauty
brands host press events to launch new seasons collections or products through out the year.

Press Trips
We intend to invite all relevant international travel editors to stay and review Boundary. This would be subject to availability at the hotel and would only be
offered where editorial is confirmed. In addition, we will extend this invitation to other key editors from the same publications that travel to London to come
to stay at Boundary at a preferred rate. This would include Fashion Editors who will be travelling to London Fashion Week. This would spread the word
amongst the publication world that Boundary is the place to stay in London and position it such with the lifestyle traveller.

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 Boundary S&M Plan 2010

International Media Relations

xx will work on all International press including all target markets.

It is the recommendation that we target 5-10 key titles in these markets to give Boundary some presence editorially but stress that this would not be an
intensive campaign. The following titles are a few examples of the publications that are proposed to be targeted.

USA Canada
Canada France Italy Australia/NZ Spain
Infinity Travel Corriere Della
Conde Nast Traveller Elle Vogue Clara
Concepts Serra
Carlson Wagonlit Vogue Entertaining &
Travel & Leisure Femme Actuelle Io Donna Elle Spain
Madison Travel Travel
Le Magazine de
GQ Aero Travel Ltd La Republica Vogue Living Prono
L’Optimum
Erin Meadows
Vogue Marie Claire Della Republica Cosmopolitan La Pais
Worldwide Travel
In Style Fettes Travel Paris Match Vanity Fair GQ Man
Forbes Travel
New York Magazine Vogue France CNTraveller Harpers Bazaar Marie Claire
International
New York Times HRG North America Vogue Hommes Grazia New Woman Cosmopolitan
Financial Times K.Benn Travel Inc W France Elle Nylon GQ Spain
Wall Street Journal Travel Choice WWD Marie Claire La Moda en Espana
Uniglobe Enterprise
WWD Le Monde Amica Vida Estetica
Travel Inc
Time Out New York Le Figaro Elle Decor Casa & Estilo
Town & Country Amica Decor Vida Estetica

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