aharooms-pitchdeck

V

THE PROBLEM FOR INDEPENDENT HOTELS
• No professional staff to optimize sale,
AHAROOMS
OWNER - OPERATOR
• No experience and background in hospitality
• Not focus 100% on daily operation
(serial business owner and remotely management)
• No economy of scale
manage quality standard and online
reputation
• Over-supplied market with no
differentiation > Price war
• Lazy Hotel Owner, not meet customer
• 1-3 Star
• 15-50 rooms
• 400k-800k/night
HOTELS
requirement
• Main sale channel are OTA, TA > High
sale cost
> Independent hotels hardly make money

THE SOLUTION
A HOTEL FRANCHISE PROGRAM / MANAGEMENT CONTRACT FOR AHAROOMS OWNER
HOTEL OWNER
CUSTOMER
HIGHER REVENUE
• Optimize revenue on online segment;
• Focus on corporate segment (AHArooms’s USP)
LOW COST
• Optimize operation;
• Centralized sales
STANDARDIZED SERVICE
• Training & Quality Management, Property Management System ;
• Supply extra service (AHArooms’s USP)
GOOD VALUE
• High quality standard
• Budget price
• Loyalty program
SME CORP ORIENTATION
• Focus on corporate SME traveller
CONVENIENCE
• Many ways to book & pay
• More extra service available
• Flexible stay (short, half, full 24h stay ,
• 24/7 customer care

MULTIPLE RECURRING REVENUE STREAMS
• Sale & Marketing contract: 5% of net revenue of hotel monthly
• Booking comision: 15% of booking revenue through aharooms
platform
• Management contract: 25% of net hotel revenue monthly
• Other revenue streams

MARKET & COMPETITOR ANALYSIS
Q&A
M
V
$1
Why OYO and Reddoorz are growing slowly
in Vietnam ? (or how Vietnam hotel budget
market is different from India and China?)
T
30000 500,000 +
20,000
• The current occupancy rate in Vietnam
are quite high : 60% - 70%
OYO
REDDOORZ
L J 2018, 45
, , ,
L M 2018, 30
• 70% Hotels are operated under leased
contract
• Vietnamese owners don't like India
brand as well as guest from India,
Indonesia, and Malaysia.

STRATEGY TO WIN
SHORT TERM : ( Q1, Q2 2018 )
• 70 hotels with 1500 rooms at HCM and Hanoi
• Complete Tech solution to offer hotel (PMS & hotel operation mobile app) and booking
platform (web, app)
• Launch full - management model
MID TERM : (Q3 2018 - Q2 2019)
• Diversify product: hourly book, long-term stay
• Package Deal and cross sale: air ticket, pick-up airport and activites ticket
• Launch at most visited destination: NhaTrang, Đà Nẵng, Đà Lạt, Phú Quốc
• Use revenue from management contract to become break-even for fix cost
• Develop the membership that works for the Vietnamese customer, to drive booking
through our own platform
LONG TERM : 2019
• Become local brand, and customize the product to match with Vietnamese and Asian style
• Focus on offline sale channel
• Focus on managing the hotel quality and customer experiences
• Invest in digital marketing, online and mobile offering to become customer top-of-mind
brand

BUSINESS PLAN
ACTUAL NUMBER
Q3/2018
Q4/2018
Q1/2019
J
A
S
O
N
D
J
F
M
N H
2
5
8
12
15
20
22
26
32
N R
106
180
256
346
420
484
570
730
GMV
40
320,000,000
848,000,000
1,440,000,000
2,048,000,000
2,768,000,000
3,360,000,000
3,872,000,000
FUTURE PLAN
Q2/2019
Q3/2019
Q4/2019
A
M
J
J
A
S
O
N
D
N H
40
52
66
82
100
116
140
168
190
N R
880
1,144
1,452
1,804
2,200
2,552
3,080
3,696
4,180
GMV
4,560,000,000
5,840,000,000
7,040,000,000
9,152,000,000
11,616,000,000
14,432,000,000
17,600,000,000
20,416,000,000
24,640,000,000

TEAM
N ĐƯ N
F & CEO,
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ADVISOR
D N
H CA V &
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& V
VNG, F, T, .
L Q P
N M NƯ
L T C
PA V H
H H M &
H B D
C-F
H OTA ,
O
(M M C
(F C-F & CEO
(R D P H
(CEO A H & S
PMS, 10
W. - P
S, 10
G, 20
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;
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M O)
H S S)
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