Elisabeth Ditlbacher

Consolidated Customer Experience and Quality Assurance teams into an integrated, company-wide division, driving alignment and efficiency. Developed a compelling business case and immediate roadmap. Led a team of 7 with a vision for scaling to 18 within a year. Reason for leaving: Company insolvency.

Established the Brand Strategy & Customer Experience department and devised a long-term strategy for a 3-5 year transformation. Led 2 CEO-sponsored projects. 2 direct reports. • Defined a target brand architecture and strategy and devised a high-level rebranding plan for 10+ brands. • Developed a new brand positioning and visual identity for the FTI brand. • Led the development and launch of a Voice of Customer tool. • Developed new service standards and introduced Quality Circles. CSAT & NPS up +12 pts.

Developed market and region-specific development strategies for the Northern Europe business unit to drive strategic system size growth for all IHG brands in existing and new markets. • Devised the Germany 5-year development plan. As a result, achieved sign-off by the MD for Europe to initiate execution of strategy. • Built a market entry strategy and business case to enter and grow within the untapped Scandinavian markets. Gained resource approval to set-up a local development team.

Defined and delivered the Holiday Inn and Staybridge Suites brand strategy to drive growth, brand health and commercial performance for 300 hotels across 30 European markets. Led a team of 7. • Led the largest hospitality industry brand transformation, refurbishing 290 hotels across 25 markets, €145m investment volume. Grew CSAT by +6 pts. • Localised and launched two brand extensions. • Implemented a global service programme across 1,300 hotels. • Designed and value engineered two guest room designs.

Assumed responsibility to lead the Mainstream Brands innovation roll-out, putting the Holiday Inn Express guest room & public space refurbs under my leadership. Instrumental in setting up the right processes & team to transition the programme from Early Adopters to roll-out at scale. Devised & implemented a multi-year strategic plan. Led a project team of 10. • Completed 50% of the Holiday Inn Express guest room roll-out. • Refreshed 20% of the Holiday Inn estate with public space investment.

Promoted to Director level to take the lead on the Holiday Inn Brand Transformation. Cross-functional role accountable for developing and driving the ambitious roll-out strategy over the next 5 years. Responsible for building collaborative relationships with Owners and future investors. • Ensured clear value uplift and identified levers to accelerate ROI. Achieved an ROI of 3-5 years • Localised the Open Lobby concept (design and F&B) to deliver it successfully in 5 new markets.

Developed the EMEA brand strategy jointly with the Brand Director and implemented regional Holiday Inn and Holiday Inn Express initiatives across franchised and managed hotels. Demonstrated owner and corporate ROI. 2 direct reports. • Led the innovation process from customer research to pilot testing of the new Holiday Inn public space concept innovation. Satisfaction increased by +8 pts, NPS by +62 pts and ROI of 3 years. • Launched new breakfast concepts and two new uniform ranges. 95% compliance.

Accountable for the development and implementation of all UK&I consumer and trade marketing activities for mainstream (Holiday Inn & Holiday Inn Express) and upscale (Crowne Plaza) brands. Management of the IHG Owner Association Marketing Forums. 1 direct report. • Devised and implemented a consistent meeting proposition which generated £800k and a ROI of 9:1 within six months. • Initiated various inbound campaigns (France, Germany, MEA). Achieved a ROI of 11:1.

Developed and executed the annual strategic marketing plan. Drove awareness and perception of Austria as a destination and increased visitor numbers and foreign tourism income. Managed a team of 2. • Led the creation of a self-funded advertising agency business unit. Achieved a 280% revenue increase over 4 years. • Repositioned and launched ‘Kinderhotels’, a leading family hotel brand, in the UK with a marketing ROI of 9:1.

Devised and implemented the local marketing communications plan for this SME ski resort operator, managing all areas of the promotional mix, from direct marketing and CRM to e-marketing, print campaigns, radio, outdoor, PR and sales promotion. Delivered focused business development activities and built strong relationships with key service providers.

Responsible for the management of a portfolio of accounts, ranging from key tourism industry organisations to a leading outdoor clothing brand, ski and snowboard manufacturers. Identified target audiences and analysed their behaviour and media habits, in order to plan and implement ATL and BTL activities for different European target markets, to meet clients’ business objectives. Worked closely with the graphic and web design teams for development and production of advertising material and packaging.

Having originally joined as a receptionist, I was quickly promoted to Front Desk Manager, successfully leading and managing a team of 15, and subsequently to Sales Manager. Accountable for growing ten of the company’s existing corporate key accounts including Allianz Insurance, Munich Re Group, Kraft, Deloitte, KPMG, and implementing new business development plans. Managed 4 direct reports.