Mednet Case

The Individual Brand/Collection Strategy

Unlike the corporate brand model, in which luxury tended to follow (as Scott dubbed it) a

"canned and cookie cutter" approach across properties, Rosewood operated a "collection" of unique

properties, each with its own name or brand (see Exhibit 6, Rosewood Properties and Signed

Agreements). Each hotel and resort featured architectural details, interiors, and culinary concepts

that reflected local character and culture and defined Rosewood's "Sense of Place" philosophy. Scott

explained:

What makes Rosewood different is its commitment to unique, one-of-a-kind, luxury

properties. Our brand compass has always been built on our concept of "A Sense of Place®"

which, at its core, means that each of our properties seeks to capture what is unique about the

given location. From design to service to programming, we try and tailor each property

experience to what is special about a given location, architecture, history, and culture. To this

end, our Rosewood design and service standards are meant to be flexible enough to adapt to

local conditions. Our local teams are expected to have some degree of flexibility and creativity

to reflect "A Sense of Place®" from menu design to how a guest is greeted. This is a very

different approach from our chain-like competitors.

In the 1990s, Rosewood's management believed that the individual property brand or collection

strategy was a powerful tool to differentiate Rosewood properties from competitors with a corporate

brand. Scott explained:

Our original collection growth strategy was two-fold. We sought to convert existing iconic,

luxury hotels with strong brand equity which needed to be re-positioned and re-launched with

professional management (i.e., The Carlyle and Little Dix Bay). We also sought to help

developers conceive and create the next generation of luxury hotels and resorts around the

world, and in doing so create brand equity in the property itself (i.e., The...