FINAL HotelGo Compiled Report

8/13/2019 FINAL HotelGo Compiled Report

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Team 7

Vivian Chen | William Frahm | Peter Frankos

Brigitte Hackler | Jeffrey Willenzik


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Table of ContentsExecutive Summary ........................................................................................... 1I. The Company ................................................................................................. 2

Origins ...................................................................................................................... 2Objectives ................................................................................................................. 2

Partnership Process .................................................................................................. 2Management .............................................................................................................. 4

II. The Product .................................................................................................. 4III. The Market .................................................................................................. 5IV. Competition ................................................................................................. 6V. Event Markets and Competition ..................................................................... 6

SeaWorld, Orlando: May through July ........................................................................ 7Brickyard 400: Late July ........................................................................................... 7Austin Formula One: Mid November .......................................................................... 8Daytona 500: Mid February ....................................................................................... 8Charlotte Coca-Cola 600 and NASCAR Sprint All-Star: Late May ............................... 9

VI. Sales and Marketing .................................................................................. 10Brand ...................................................................................................................... 10Booking Methods ..................................................................................................... 10Advertising .............................................................................................................. 10Revenue Management ............................................................................................. 11SeaWorld Pricing .................................................................................................... 12Major Event Pricing ................................................................................................. 12Total Revenue Projections Based on Pricing ........................................................... 13

VII. Operations ................................................................................................ 13Purchasing Containers ............................................................................................ 13Overseas Shipping of Containers ............................................................................. 14Shipping Containers by Truck ................................................................................. 14Timeline of Container Sourcing ............................................................................... 15Leasing the Trucks .................................................................................................. 15Insurance ................................................................................................................ 16Fuel ......................................................................................................................... 16Purchasing Beds ..................................................................................................... 16Miscellaneous Furnishings ...................................................................................... 17Utilities ................................................................................................................... 17Electricity ................................................................................................................ 17Purchasing Water .................................................................................................... 18Storing Water .......................................................................................................... 18Disposing of Sewage ............................................................................................... 18

Location .................................................................................................................. 18Off-Peak Storage of Hotel Trucks ............................................................................ 19Labor Sourcing ........................................................................................................ 20Labor Costs ............................................................................................................. 21

VIII. Financials ................................................................................................ 22Valuation ................................................................................................................. 22Income Statement ................................................................................................... 22Statement Of Cash Flows ........................................................................................ 23


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Balance Sheet ......................................................................................................... 24Breakeven Analysis ................................................................................................. 25Exit Opportunity ...................................................................................................... 25

IX. Implementation Timeline ........................................................................... 26X. Risks .......................................................................................................... 27

Partnership Risks .................................................................................................... 27Event Risks ............................................................................................................. 28Transportation RISKS .............................................................................................. 28Implementation Risks ............................................................................................. 28

XI. Summary ................................................................................................... 28Appendix I: Partnership Contact Information ..................................................... a

Appendix II: Organizational Structure ............................................................... bAppendix III: Expanding Events .......................................................................... c

Appendix IV: Positioning Triangles ................................................................... dAppendix V: Hotel Unit Construction Contact ..................................................... eAppendix VI: Shipping Container Route .............................................................. e

Appendix VII: Distances of Initial Events ............................................................ fAppendix VIII: Dates of Year 1 Operations ......................................................... fAppendix IX: Cost Table ..................................................................................... gAppendix X: Breakeven Analysis ....................................................................... hAppendix XI: Individual Event Risks ................................................................... i


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EXECUTIVE SUMMARYWhile looking into the hotel industry, our team discovered a key weakness: stationary hotelsexperience fluctuating demand and occupancy rates, and must offer low prices at times of lowdemand. To avoid this problem, we created HotelGo - an innovative mobile hotel. Using semi-trucks to transport mobile hotel rooms in shipping containers, HotelGo moves to areas and

events with high hotel demand. By partnering with events and locations, such as sporting eventsor amusement parks, HotelGo capitalizes on high demand and uses the partnership for bookingand advertising. HotelGos location within or directly adjacent to high-attendance events createsa key competitive advantage over other hotels. Our brand as a leisure hotel centered on largeevents provides a convenient location and a fun experience.

Although the hotel market experienced a slump during the recession, projections estimate steadygrowth through 2016. HotelGos competition is other nearby hotels, as two-thirds of leisuretravelers stay in hotels. Travelers are extremely price conscious most of their decision is basedon the pricing of different hotels.1Relative to the prices of other hotels during peak demandcaused by high-attendance events, HotelGo offers competitive pricing because it has fewerluxury amenities and therefore fewer costs.

As a corporation, HotelGo will operate as an individual legal entity. With a small team of fiveand the goal to become the premier provider of extra accommodations at events with high hoteldemand, HotelGo relies heavily on outsourcing and partnerships to support operations. We willacquire the basic hotel rooms, built from shipping containers, from a producer in China and willpurchase high quality furnishings from individual retailers. HotelGo provides its own utilities,but can also be integrated into the sites utilities when available. We plan on hiring one generalmanager and two assistant managers to be on staff at all events. Any additional labor necessarywill be outsourced to a temporary labor supplier.

Utilizing our five-step dating process to identify and create partnerships, we identified fivelocations to target within the first year of operations: SeaWorld Orlando, the Brickyard 400 race,

the Austin Formula One Grand Prix, the Daytona 500 race, and the Charlotte Coca-Cola600/Sprint All-Star races. The executive team will also continuously search for new partnershipsand venues to service. To attract customers, HotelGo will market primarily through its partnerevents webpages. Guests can book through two channels: HotelGo.com and packages withpartner events through their websites.

Projected revenues and costs for HotelGo show potential for high returns in the future. Whileservicing different events, staff will constantly evaluate the services HotelGo provides and willidentify areas for improvement and growth. In the long-term, we see HotelGo expanding toaccommodate multiple sets of hotels traveling to meet demand across the entire United States.

HotelGo asks for an $800,000 investment in exchange for a 43% stake in the company. These

funds will be allocated towards the purchase of a generator and hotel containers, the shippingcosts of the containers, and the leasing costs of the trucks. This cash will also coverapproximately 57% percent of costs of revenue for the first year while HotelGo is accumulatingcash at the start of operation. The $800,000 will provide sufficient capital to acquire thenecessary equipment and cover expenses to commence operations.

1Hotels - US - November 2012. Rep. Mintel Group Ltd., Nov. 2012. Web. 14 Nov. 2013.


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I. THE COMPANY

HotelGo undergoes operations as a corporate entity. As a corporation, HotelGo exists as oneentity, which protects owners from liability. We chose the corporate structure so that onlysalaries, not profits, are subject to taxation from Social Security and Medicare.2

ORIGINSHotelGo stemmed from the realization that stationary hotels must change their rates dependingon fluctuations in demand. According to the European Commission, Eurostat, Seasonalfluctuations were particularly high in the tourist accommodation sector where 33.2 % of annualnights spent away were recorded in the two peak months, July and August.3If a hotel couldmove to areas of high demand, it could charge a higher rate year round, and would neverexperience low occupancy.

We started exploring the concept of a portable hotel. After researching different innovativeaccommodation companies from around the world, we discovered Snoozebox, a portable hotelcompany based in the United Kingdom. Snoozebox proves this concept could work, serving as

our inspiration for founding a similar service in the United States. Snoozebox primarily focuseson renting accommodations to racing tracks, setting up its hotels on the infield of various tracksacross Europe.4HotelGo, unlike Snoozebox, will establish partnerships with events and managethe hotels operations independently of the race. As a new concept in the U.S., HotelGos abilityto move locations and avoid low occupancy will revolutionize the hotel industry in the U.S.

OBJECTIVES1. Become the premier provider of extra accommodations at events with excess hotel demand

In the short term, we will pursue providing excellent experiences at select venues in theSouth and Midwest regions of the U.S. We identified five event locations to target in ourfirst year. As we grow, we hope to expand our operations to the entire continental U.S. by

creating regional fleets. We must strike a delicate balance between serving the entirecontinental U.S. while only supplying accommodations during peak demand times ineach area.

2. Establish the HotelGo brand as a leisure, event-centered hotel by delivering great experiencesat events

We will build our brand so that the name HotelGo goes hand-in-hand with large events;this brand establishment will lead to expansion opportunities. By delivering greatexperiences and providing excellent value to our customers, other large events will hearabout HotelGo and start seeking out our partnership. Eventually, events will beginseeking HotelGos partnership themselves.

PARTNERSHIP PROCESSEvent and venue partnerships are key to HotelGos strategy and success. HotelGo plans tobenefit from the high hotel demand created by concerts, sporting events, and venues with

2"Incorporation."LegalZoom. LegalZoom.com. Web. 2 Dec. 2013.3"Seasonality in the Tourist Accommodation Sector." Statistics Explained RSS. 2010. Web. 23 Nov. 2013.4"Fast, Flexible Accommodations."Applications. Snoozebox, May 2013. Web. 23 Nov. 2013.


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seasonal fluctuations (i.e. amusement parks). Besides providing high demand, a partnership withan event will create three main benefits. First, the partnership will provide HotelGo with an areato set up, likely a parking lot or open area in or near the event. We also plan to use thepartnership to advertise through the event webpage and other event outlets. Finally, thepartnership will allow guests to book a stay at HotelGo through packages with the event on its

website.We developed a five-step process to identify and create partnerships with high demand events.Choosing events and partnerships resembles real-world dating:

5. Building a long-term relationship, looking for other relationships

If the partnership helps both parties to be more profitable, grow the relationship and continue thepartnership for the next year. Continue looking for more potential partner events, especially those that

are similar to current partners.

4. The First Date

Test the partnership: operate HotelGo at the event and evaluate the partnership. This will include takingcustomer surveys, determining what worked well, and determining what could be improved. Also, talk tothe key people with the event and get their opinions about whether the partnership is mutually beneficial.

3. Choosing what to wear

Create an offer that benefits everyone involved: HotelGo, the customer, and the event. This offer shouldbe event-specific. HotelGo may offer more lucrative monetary contracts to events at which it feels it can

charge higher booking prices. For events at which HotelGo feels uncertain about reaching fulloccupancy, it will offer smaller payments to the events.

2. Speed dating

Reach out to the event partnership department and communicate the benefits of a partnership withHotelGo. See Appendix I for contact information.

1. Knowing who we are and for whom were looking:

Choose an event that strategically matches the strengths of HotelGo: one with excess demand forlodging, with accessible space available for HotelGo to set up, and with attendants matching HotelGos

target market.


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MANAGEMENTAs a flat organization, HotelGo uses a small leadership team to keep costs low and remain quickand agile with strategic decisions. While we developed a formal organizational chart (AppendixII), we predict a good deal of interplay between the different roles. We will hire a general hotelmanager and two assistant managers, discussed in more detail in the operations section of this

report. The Chief Knowledge Officer (CKO) and the Chief Operations Officer (COO) worktogether to help the manager and assistant managers. The COO is responsible for the day-to-dayplanning and logistics and the CKO is responsible for the manager and assistant managers needsand development. Similar cohesiveness is present with any combination of the leadership teammembers.

Title Name Basic

Responsibilities

Role Description

Chief Executive

Officer

Vivian Chen External Affairs Responsible for buildingpartnerships with events as well asdeveloping investor support.

Chief Operations

Officer

BrigitteHackler

Logistics Responsible for long term logisticsas well as the planning andoperations with each event.

Chief Knowledge

Officer

Will Frahm HR & IT Responsible for IT solutions andhuman capital management as wellas codifying and storing knowledge.

Chief

Commercial

Officer

Jeff Willenzik Marketing Responsible for all marketingaspects, including advertising,pricing, communications, and market

planning.

Chief Financial

Officer

Peter Frankos Finance Responsible for the proper, strategic,and legal management anddocumentation of finances.

II. THE PRODUCT

HotelGo is a portable hotel structure thatmoves from place to place to capture excessdemand at particular events due to the highpopularity and capacity of the events. HotelGo

will consist of 11 trucks holding shippingcontainers. One shipping container houses afront-desk office and rooms for managers, andthe remaining ten containers will each holdfour guest rooms and bathrooms, totaling 40guestrooms. We will also refer to theseshipping containers as hotel units. Thehotels rooms are transported by semi-truck


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throughout the country. The rooms feature a queen-size bed, a shower with hot water, andpremium toiletries. The HotelGo guest room provides enough luxury and comfort to satisfyguests and keep them coming back, and it allows HotelGo to cut costs by using only necessaryspace, unlike many traditional hotels.

As an event-based hotel, HotelGo travels to

events and areas of high hotel demand and createsan experience for the guest that centers on theevent or location. We have identified six events(five locations) to target during our first year ofoperations: SeaWorld Orlando (summer months),the Brickyard 400 race, the Austin Formula Onerace, the Daytona 500 race, the NASCAR SprintAll-Star race, and the Coca-Cola 600 race.HotelGo will locate itself on the infields of the

racing events, or in near-by parking lots. The location and convenience with respect to an eventwill help attract guests to HotelGo.

Guests can expect good service from the time of check in to the time of check out. A hotelmanager or assistant manager will be on-site at all times, to resolve any guest questions orconcerns. Because guests stay with us for the sole purpose of attending an event, HotelGo doesnot offer amenities such as breakfast, a restaurant, or spa. By offering guests a great location,good service, and the basic needs for a good stay, and by excluding excess amenities, HotelGowins with competitive pricing.

III. THE MARKET

Our target market is the United States hotel and motel industry. The hotel and motel industryincludes hotels, motels, and other accommodation providers.5Past market figures and current

trends suggest that now is the prime time to tap into this market. Between 2007 and 2009, thehotel industry experienced a slight fluctuation of negative growth attributed to economicrecession and higher unemployment rates. However, the subsequent economic recovery enabledthe hotel industry to return to its original size by 2012. According to research by both Mintel andMarketline, accelerated growth can be expected through 2017, increasing about 22% to reach aforecast of $171.9 billion in revenues.6However, the market volume is projected to grow slower,with a projected increase of 8.2% between 2011 and 2016.

5HotelGo sees this as an excellent

opportunity to capitalize on the growing market.

HotelGo targets the particular consumer segment referred to as the leisure segment. The leisuresegment was the most lucrative segment during 2011, with 71.1% of the industrys overallrevenue.

5An interesting trend is that unmarried travelers are more likely to stay with family and

friends, veering away from traditional travel lodging.6

When choosing where to stay, American travelers consider price to be the most important factor.Other aspects often considered are prior experiences, the proximity to attractions, and in-roomInternet access.6Price is especially important for family travelers, who see coupons and

5Hotels & Motels in the United States. Rep. no. 0072-0520. 2012.Marketline . Web. 13 Nov. 2013.6Hotels - US - November 2012. Rep. Mintel Group Ltd., Nov. 2012. Web. 14 Nov. 2013.


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promotions as one of their top three planning resources. This trend became more prevalentduring the weak economy. HotelGo offers competitive pricing and an excellent location,fulfilling two of these considered factors. The largest hurdle in introducing HotelGo to themarket and attracting customers remains the lack of brand recognition and an undevelopedcustomer base. However, according to Marketline research, innovation is also vitally important

when attracting customers.

5

In addition to location and price, HotelGo will use its position as aunique and innovative lodging company to differentiate from other offerings and to attractcustomers.

IV. COMPETITION

The majority of HotelGos competition comes from hotels and motels. Two thirds of respondentsto a Mintel market survey had only stayed in hotels and motels when traveling. 6Alternatives tohotels and motels, such as camping and vacation home rentals, do not pose a threat of majorcompetition. These substitutes offer the same basic function of a place to stay, but hotels andmotels often provide additional benefits, such as better location and ease of use. Further marketresearch shows that switching to one of the alternatives is often out of necessity rather than

choice. As long as HotelGos target consumers are reasonably affluent, the threat from thesealternatives remains minimal.5

The pricing of competitor hotels is dependent on the time of year. HotelGo researches the pricing ofcompetitor hotels for each individual location and time period before creating its own prices. Pleaserefer to Event Markets and Competition (page 6) for further detail.

Many components affect how a potential customer views a hotel. Cost effectiveness is the keymarketing message. A hotel wants to show potential guests that it offers the best deals. Deal-focused advertisements sometimes feature celebrities who may provide additional appeal. Otheradvertisements feature the hotels ability to cater to all types of people. Hotel marketing can alsoemphasize quality customer service, showcasing the lengths to which hotel staff will go to ensure

a positive guest experience. Recognizing that parents comprise a large segment of US hotelusers, hotel marketers have released ads that highlight their family-friendly offerings. These adsconvey the message that the hotels will enable the guest to have a fun vacation with both their in-room and out-of-room offerings.6

In order to draw more consumer interest, hotel marketing showcases benefits other thantraditional hotel amenities. For example, ads will feature the hotels connections to localattractions and mascots. Many advertisements also employ the use of creative imagery to makeadvertisements more memorable.6For HotelGo to compete in this market, it must focus on itscompetitive location advantage and relatively low price. Guests will stay at HotelGo because ofits location within/directly next to an event and the event-focused atmosphere. HotelGo offersminimal amenities compared to full service hotels, which lowers its costs and allows HotelGo to

charge a lower price compared to other nearby hotels. Because of high demand centered aroundan event, HotelGo can still charge a premium price compared to non-event days.

V. EVENT MARKETS AND COMPETITION

HotelGo plans to partner with six events in five locations in its first year of operations and willexpand to additional events as the company develops. The market and competition concerningeach initial location are detailed below.


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SEAWORLD ORLANDO:MAY THROUGH JULYIn its partnership with SeaWorld, HotelGo plans to locate in a parking lot next to SeaWorldOrlando as a trial run of operations in May through July (a season of high demand). SeaWorld isan aquarium, a theme park, and a marine-life zoological exhibition open year-round in Orlando,Florida.7As an upscale resort, tickets are relatively expensive with prices of $92 per day at the

gate.7 SeaWorld Inc. exceeded profit expectations in the current quarter. Projected profits were$92.3 million. The actual profits beat this figure by 19.8% at $120.2 million, with averagerevenue per consumer up 6.9%.8This growth shows the opportunity available for HotelGo.

In order to make us as competitive as possible at SeaWorld, HotelGo will be offered as part of avacation package. Currently, SeaWorld offers all-inclusive vacation packages that include all daydining, free dining for kids, and a free night for every two bought at partner hotels. Suchpackages cost approximately $270 per person.7

HotelGo can feasibly accomplish partnering with SeaWorld because HotelGo would offer guestsa closer, cheaper alternative to the already established hotels. Some of SeaWorlds hotel partnersare upscale hotels such as the Embassy Suites, Renaissance Orlando, and Hilton Grand Vacation

Suites at SeaWorld. SeaWorlds hotel partnerships are based on a three-tiered system: fourdiamonds (a full service hotel with recreational amenities), three diamonds (a full service hotelwith at least one restaurant and room service), and two diamonds (select service hotels thatprovide great value). Given our value proposition, HotelGo is a two diamond strategic partner forSeaWorld because it provides park-goers a lodging option that is close in location, pricedaffordably, and sufficiently provides the necessary amenities for an exciting and fulfillingSeaWorld experience.

BRICKYARD 400:LATE JULYHotelGo will set up at the Indianapolis Motor Speedway to partner with the Brickyard 400during late July. The Brickyard 400 is an annual 400-mile NASCAR race that attracts fans of all

interest and income levels. Tickets start at $40 and go up over $150 for premium seats.9TheSpeedway offers fans the chance to attain the full racing experience through hotel packages, suchas the packages through the Hampton Inn and Hyatt Regency.10

Indianapolis experiences high hotel demand and hotel prices during this race. The IndianapolisMotor Speedway has current lodging opportunities ranging from the affordable Hampton Inn(two nights starting at $375) to the Hyatt Regency (two nights starting at $425).9These figuresinclude many services such as deluxe motor coaches to the race, official race souvenirs, andmotor speedway hall of fame museum passes. Brickyard 400s current and past partnershipsprovide guidelines for HotelGo to create a similar partnership. HotelGo provides a great

7Our Most Popular Ticket Offers | SeaWorld Orlando Tickets." Our Most Popular Ticket Offers | SeaWorld

Orlando Tickets. Web. 20 Nov. 2013.8Marden, Duane. "SeaWorld Orlando (Orlando, Florida, USA)." SeaWorld Orlando (Orlando, Florida, USA). Web.

19 Nov. 2013.9"Kroger Super Weekend."Indianapolis Motor Speedway. Web. 15 Nov. 2013.10"2014 Brickyard 400 Packages @ Indianapolis Motor Speedway, Race Tickets and Hotel Travel Package, Crown

Royal "Your Hero's Name Here" 400 at the Brickyard." 2014 Brickyard 400 Packages @ Indianapolis Motor

Speedway, Race Tickets and Hotel Travel Package, Crown Royal "Your Hero's Name Here" 400 at the Brickyard.

Web. 15 Nov. 2013.


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alternative to large hotel chains, giving guests an alternative with a great location and fantasticvalue.

AUSTIN FORMULA ONE:MID NOVEMBERWe plan to partner with the United States Formula One Grand Prix race hosted at the Austin

Circuit of the Americas in Austin, Texas in mid-November. At the 2012 U.S. Grand Prix,117,429 fans attended the main Sunday race, and 265,000 fans in total attended the three-dayweekend.11Austin area hotels took in $32 million over the event weekend in 2012, triple theamount of the same weekend without the F1 race in 2011.12The occupancy rate at downtownAustin hotels was 97.8%.12 This ratio of high attendance in relation to limited pre-existingaccommodations option shows that HotelGo would capitalize on the high demand.

The Austin airport noted 300 private planes during the weekend, and there were 2,546 helicopterrides to the Circuit of the Americas racetrack12, showing that many attendants were affluent.General admission tickets for the three-day event in 2013 cost $169.11According to a fan socialmedia site, 76% of Formula One fans in the United States are male, and the average age is 27.13The majority of attendants were polite, mostly middle and working class tourists.

14The global

formula-one fan is often of a higher-than-average income bracket.15This means attendants willbe willing to pay high prices for a great hotel location and experience.

A partnership between HotelGo and the Grand Prix would benefit all parties involved. TheGrand Prix currently offers a service through their website to pick out a hotel for its customers.Many of these are over twenty miles away.16Race-goers who currently stay in these hotels haveto take a shuttle to the racetrack. HotelGo is a great candidate for a partnership with theGrandPrix because HotelGo offers an easy and affordable way for race-goers to stay closer toaction. This will also benefit the GrandPrix because keeping race-goers in a closer vicinity to theracetrack will mean more consumption of race-related goods, ultimately resulting in higherrevenues for the GrandPrix.

DAYTONA 500:MID FEBRUARYHotelGo will partner with the Daytona 500 in Daytona Beach, Florida in mid-February. The 500-mile NASCAR race at the Daytona International Speedway was the second largest race attendedin the United States in 2011, only behind the Indy 500.17Tickets start at $69 and go up into thethousands for the best seats. Last year NASCAR estimated the attendance at 250,000.18Ticket

11Pease, Alan. "Tickets Now on Sale for 2013 United States Grand Prix Formula One Race at Austin."Autoweek.

Crain Communications, 21 Mar. 2013. Web. 14 Nov. 2013.12Maxwell, Robert. "Report: 2012 F1 Grand Prix a Success." KXAN. Television of Texas, 8 May 2013. Web. 14

Nov. 2013.13

"F1 Racing in Austin Assessing US Formula One Audience Potential." Optimal. Optimal, 19 Nov. 2012. Web.14 Nov. 2013.14Whittaker, Richard. "United States Grand Prix Roars off into the Sunset." The Austin Chronicle. Austin Chronicle,

19 Nov. 2012. Web. 14 Nov. 2013.15"Motor Racing Formula 1."Rush Sports Marketing and Investment. Rush Group, 2013. Web. 14 Nov. 2013.16Circuit of The Americas Provides Transportation Tips for Guests Attending the 2013 FORMULA 1 UNITED

STATES GRAND PRIX."Austin Relocation Guide Relocation Blog. Web. 20 Nov. 2013.17Smith, Chad. "Hendrick Motorsports."Bleacher Report. 27 Feb. 2011. Web. 15 Nov. 2013.18Lewinski, John. "Unveil the NASCAR Experience 2013 Daytona 500." CraveOnline. 5 Mar. 2013. Web. 15 Nov.

2013.


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sales are stronger each year and it is difficult to buy tickets on race day. Daytona InternationalSpeedway offers the full experience for fans through the Sprint Fanzone, which gives fans accessto the tri-oval in the middle of the race track, autographs, and pre-game entertainment.

Opportunities exist for HotelGo to partner with the Daytona 500. The Daytona InternationalSpeedway consists of many RV campsites ranging from the inexpensive Geico Park West (11

nights for $585, or $53.18 per night) to the high-end Gecko Shores at Lake Lloyd (11 nights for$2890, or $262.72 per night).19The Daytona 500 has current partnerships with Holiday Inn,Marriott, and Westin.20These hotels are miles away from the racetrack; HotelGo would offer acloser location on the infield or in a nearby parking lot, creating a significant competitiveadvantage.

CHARLOTTE COCA-COLA 600AND NASCARSPRINT ALL-STAR:LATEMAYHotelGo will partner with the NASCAR Sprint All-Star race and the Coca-Cola 600 (an annual600-mile NASCAR race). Both races take place at the Charlotte Motor Speedway in Concord,North Carolina. The Coca-Cola 600 race occurs over Memorial Day weekend and the NASCARSprint All-Star race occurs a week earlier. The Nascar Sprint All-Star Race occurs at theCharlotte Motor Speedway during the weekend prior to the Charlotte Coca-Cola 600. HotelGowill set up at the Speedway in time to include both races.

Tickets for the All-Star race are offered in a varying range of prices from $49 up to $84, and alsoinclude an alcohol-free family section.21The Omni Standard hosts hotel packages. Prices for thepackages range from $345 for exclusively the Sprint All-Star Race package and $1,275 for theNASCAR Speedweek package.21These packages include tickets to the race, as well as dailybreakfast buffet, and admission to the NASCAR Hall of Fame.21

Tickets for the Coca-Cola 600 start at $49 and go up over $125 for the best seats. Last yearNASCAR estimated the attendance at 140,000.22

Lodging opportunities near the Speedway range from the inexpensive Rock City Campgrounds(7 Nights for $125, or $17.85 per night) to the HDTV Infield campsites ($1000 for 7 nights).23

These figures are for RV and motorhome pricing, for which the customer must truck their ownaccommodations into the Speedway. HotelGo provides a great alternative, allowing customers toexperience the race from close proximity in comfort without being required to provide their ownlodging.

19"DAYTONA 500 - Daytona International Speedway."DAYTONA 500 - Daytona International Speedway. Web.

15 Nov. 2013.20"Area Hotels Offer Discounted Rates with No Minimum Night Stays for Coke Zero 400 Weekend Powered By

Coca-Cola on July 5-6."Area Hotels Offer Discounted Rates. Web. 20 Nov. 2013.21"2014 Sprint All Star Race Packages, Charlotte Motor Speedway Travel Package, NASCAR Speedweek." 2014

Sprint All Star Race Packages, Charlotte Motor Speedway Travel Package, NASCAR Speedweek. Web. 20 Nov.

2013.22"Coca-Cola 600 Race Recap @ Aaron's Sports."Aarons Sports RSS. Web. 15 Nov. 2013.23"Speedway : Camping." Camping. Charlotte Motor Speedway. Web. 15 Nov. 2013.


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Currently, the Charlotte Motor Speedway offers promotions with area hotels to reduce roomrates to attract visitors.24A partnership with HotelGo will be attractive to Charlotte MotorSpeedway because they are looking for new, innovative ways to bring people out to the race.25HotelGo would provide a unique approach to lodging at the race in the infield of the track.

HotelGo has identified several other partnership options in case it cannot secure these initial

partnerships, or for future partnership expansions. Please see Appendix III.

VI. SALES AND MARKETING

BRANDHotelGo will brand itself as a convenient, event-experience hotel. The close proximity ofHotelGo to each event will allow guests to maximize their time at the event and never leave theaction. Using the brand-positioning triangle (see Appendix IV), we have strong points ofdifference, regardless of whether it is framed as a hotel or an alternative lodging option in closeproximity to the event (trailers, tents). Employing the frame of reference as a hotel, HotelGo hasproximity to the stadium or arena that practically no other traditional hotel can match. Setting the

frame of reference as a lodging alternative close to the event, HotelGo offers services that apersonal trailer simply cannot. These two points of differentiation provide HotelGo a competitiveadvantage that will be nearly impossible for the competition to imitate.

BOOKING METHODSThe two main methods of booking rooms will be through HotelGo.com and partner events

websites. This distribution channel mix will allow us to minimize costs while optimizing

distribution of the product. Not using online travel agencies, such as Orbitz and Expedia, will

lower costs and better allow HotelGo to better control its inventory. OTAs and other third-party

booking providers have grown in power over the past five years and are estimated to control 50%

of hotel bookings, charging hotels about 15% of room revenue (AH&LA). The advantage that

larger hotel chains gain from these distribution methods is more exposure to online hotelshoppers, but HotelGo has a much narrower audience and can avoid many of the costs of third

party booking providers.

ADVERTISINGThe biggest obstacle facing HotelGo from an awareness perspective is that it will not be soldthrough online travel agencies such as Expedia and Orbitz (OTAs). Though not using OTAsprovides valuable cost savings, it does present the problem of getting people to go to theHotelGo website to make a reservation. In order to overcome this obstacle, HotelGo will have toemploy targeted marketing aimed at reaching patrons of the large events with which it willpartner.

The target market for HotelGo is patrons of the large events where HotelGo will locate. Giventhe relatively narrow market, the advertising needs to be targeted in order to reduce costs and

24"Speedway : Media : News Archive."Area Hotels Reduce Room Rates and Waive Minimum Stay Requirements

During Charlotte Motor Speedway's May Race Weekends. Web. 20 Nov. 2013.25

Dunn, Andrew, and David Scott. "Changing Fan Habits a Challenge for NASCAR." ThatsRacin.com: News fromNASCAR and Auto Racing World. 23 May 2013. Web. 03 Dec. 2013.


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maximize effectiveness. Because of the nature of what a hotel is, the consumers do not live in acontained geographic area so the advertising much be able to reach patrons of the events,regardless of their domiciles. The primary focus of advertising will be online because that iswhere most consumers are making their lodging decisions. The two main aspects of themarketing plan are advertising and community involvement.

Advertising HotelGo will advertise on the websites of the partner events in order to be on themind of the consumer at the moment of purchase. For example, Daytona500.com has a banner adon the actual page the consumer views while purchasing race tickets and packages. By partneringwith the event, HotelGo should be able to become a part of certain packages sold by the race.This will have the double effect of being an additional distribution channel while also increasingawareness to people who dont book a package. Partnerships with these events will allowHotelGo to advertise through the event webpages; therefore, we have not calculated an additionalcost of advertising, but have included it in the overall percent commission cost of thepartnership, as discussed in the Pricing section below.

Community Involvement Community involvement is also going to be a critical part of creating

awareness for HotelGo. One advantage of having such a narrow target market is that resourcescan be employed in very niche places. For example, message boards frequented by raceenthusiasts have people who spend the resources to travel for these events and need premiumlodging. Since HotelGo is a new product, managing the online conversation and reviews will becritical to maintaining the brand image it needs to be successful.

REVENUE MANAGEMENTAcknowledging inevitable no-shows and cancellations, most traditional hotels overbook in orderto maximize revenue. HotelGo will not overbook rooms because of the costs associated withunderestimating demand. Since HotelGo will be located in markets that don't have enoughcapacity to meet demand, re-accommodating a guest would be prohibitively expensive.

To compensate for not overbooking, the terms surrounding the purchase need to be very strictregarding no-shows and cancellations.

For major events, guests will have 24 hours to confirm their reservation after booking. If theroom is rebooked, cancellation will result in a fee of 50% the rate paid or $150, whichever isgreater. There will be no refund if the room is not rebooked. The rationale for a partial refund inthe event of a rebooking is that there is a benefit to having a guest cancel, rather than simply noshow since a cancellation creates the opportunity for additional revenue from a rebooking.

Extended theme park service (such as the proposed SeaWorld trial period) will have slightlydifferent terms because a single night has less financial importance. Guest will be able to changetheir reservation until 7 nights prior to the existing reservation. A full cancellation will have the

same policy as major events.

Since most guests will be leisure travelers, the stringent cancellation terms should not be animpediment to purchase. They terms ensure guests only book rooms when they definitely decideto travel to an event.


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SEAWORLD PRICINGHotelGo will operate at SeaWorld for 90 nights during the summer months. The pricing structurewill have 8 different rates ranging from $75.00 to $320.00. These rates are based on competitorsprices during past events. Since the rate increases as occupancy increases, the higher theoccupancy rate for one night, the higher the average rate will be for that night. For example, at

100% occupancy, the average rate is $207.13, while the average rate is 176.50 at 75%occupancy. Bookings that come through the partnership with SeaWorld will cost 30% of thebooking. This cost also includes advertising through the partnership website.

Scenario Analysis

Best Case Base Case Worst Case

Occupancy Rate 45 Nights at 100%

45 Nights at 90%

30 Nights at 100%

30 Nights at 90%

30 Nights at 75%

45 Nights at 90%

45 Nights at 75%

% of BookingsFrom Third Party

15% 25% 35%

Net Revenue $657,087.75 $571,233.75 $495,382.50

MAJOR EVENT PRICINGMajor events will have two pricing categories, tier 1 and tier 2. Tier 1 pricing will range from$245 to $380 and Tier 2 will range from $280 to $430. These rates are based on competitorsprices during past events. The difference between a Tier 1 and Tier 2 event is the price that canbe commanded in the market. Events such as the Daytona 500 and Austin Formula One have

historically had higher premiums for hotel rooms than the Brickyard400 and Coca-Cola600.26, 27Since all bookings are required to span the entire or half the event, the occupancy rate will be thesame for each night.

Scenario Analysis

Tier 2 Event (3 Nights) Best Case Base Case Worst Case

Occupancy Rate 100% 90% 75%

% of Bookings From

Third Party

15% 25% 35%

Net Revenue 39,336.45 33,327.75 26,044.50

26Dinges, Gary. "Rates for Many Hotels Skyrocket on F1 Weekend." Austin News, Sports, Weather, Longhorns,

Business. Austin American Statesman, 20 Feb. 2012. Web. 03 Dec. 2013.27Area Hotels Reduce Room Rates and Waive Minimum Stay Requirements During Charlotte Motor Speedway's

May Race Weekends. Web. 03 Dec. 2013.


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Tier 1 Event (3 Nights) Best Case Base Case Worst Case

Occupancy Rate 100% 90% 75%

% of Bookings From

Third Party

15% 25% 35%

Net Revenue $35,841.15 $30,497.25 $23,628.00

TOTAL REVENUE PROJECTIONS BASED ON PRICINGCombing the revenue projections for all events gives the best, base, and worst case scenarios foryear 1. To estimate revenue for years 2-5, we used a 5%, 3%, and 1% growth rate for best, base,and worst case scenarios

Best Case Base Case Worst Case

Year1 $1,005,586.35 $867,196.75 $725,576.50

Year2 $1,055,865.67 $893,212.65 $732,832.27

Year3 $1,108,658.95 $920,009.03 $740,160.59

Year4 $1,164,091.90 $947,609.30 $747,562.19

Year5 $1,222,296.49 $976,037.58 $755,037.82

VII. OPERATIONS

HotelGo has created a detailed operations plan to outline the major steps in creating and

operating HotelGo.

PURCHASING CONTAINERSHotelGo will buy the hotel containersfrom Platinum Investment andDevelopment Limited (Bopind) based inShanghai, China. See Appendix V fordetails on the company. Bopindspecializes in designing, manufacturing,building and trading high-tech andenvironmentally friendly prefabricated

buildings.28

Each container includes fourrooms, with each room containing a

28"Platinum Development Ltd.--Modular Housing, Container House, Prefabricated House, Mobile House, Prefab,

Prefab Homes, Solar Kits, Kit House, Apartment, Villa." Platinum Development Ltd.Platinum Investment and

Development Ltd. Web. 23 Nov. 2013.


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bathroom. The rooms come outfitted with bed frames, windows, doors, bathroom fittings, andother basic features.29HotelGo will buy 11 containers for $16,000 US dollars each. This comesto a total cost of $176,000 for purchasing the containers.

OVERSEAS SHIPPING OF CONTAINERSJessica Zhang, HotelGos contact at Bopind, quoted the lead-time for the containers at about 30days.29The ownership of the containers will be free on board (FOB), meaning HotelGo will payfor the transportation of the containers from Shanghai, China to Atlanta, Georgia.30Thecontainers will be shipped from Shanghai to the Port of Tacoma in Washington State. HotelGowill use the port of Tacoma because the popularity of the port and the speed of a trip fromShanghai to Tacoma. Volume for the Port of Tacoma grew by 59.1% year-over-year as ofFebruary 2013.

31APL, a leader in shipping and logistics, quotes a trip from Shanghai to Tacoma

to take 12 days.32See Appendix VI for a map. Shipping from comparable overseas logisticscompanies are priced as follows:

Seabay International Freight Forwarding Ltd. (Shenzhen), $15-45 per cubic meter33 Cooperate Logistics Co. Ltd. (Shanghai), $10-100 per cubic meter33 Global Interlink Logistics Co. Ltd. (Shenzhen), $1-100 per cubic meter33

HotelGo identified Seabay International Freight Forwarding Ltd. as a potential overseas shippingprovider because of its affordable prices. To make a conservative calculation, HotelGo assumesthe cost for overseas shipping will be $70 per cubic meter.

The dimensions of each container measure at 40ft (12.192m) x 8ft (2.4384m) x 8ft (2.4384m).34This calculates to 72.4911273 cubic meters. Multiplying the total number of cubic meters percontainer by the conservative estimate of $70 per cubic meter results in a cost of $5,074.38 percontainer. Expanding this cost to the group of 11 containers results in a total cost of $55,818.17for overseas shipping.

SHIPPING CONTAINERS BY TRUCKOnce in Tacoma, the containers will be shipped to Atlanta via truck. The route from Tacoma,Washington to Orlando, Florida is a 2,650-mile trip.35Semi-trucks get between 5.5 and 6.5 milesper gallon.36The predicted average cost of a gallon of diesel fuel for 2014 is $3.76.37Therefore,

29Zhang, Jessica. "Bopind Price Quotation Enquiry." E-mail interview. 21 Nov. 2013.30"40ft Container House, Shanghai Platinum Development Co., Ltd."Alibaba.com. Alibaba Group. Web. 23 Nov.

2013.31"Port of Tacoma Container Volume Soared in February."International Trade and Shipping News. Journal of

Commerce, 21 Mar. 2013. Web. 23 Nov. 2013.32

"APL: Routes - Asia-North America."APL: Routes - Asia-North America. NOL Group, 30 Sept. 2013. Web. 23Nov. 2013.33"Showroom Transportation." Shanghai Sea Shipping Container To Tacoma Suppliers and Manufacturers at

Alibaba.com. Alibaba Group, 23 Nov. 2013. Web. 23 Nov. 2013.34"Ocean Container Dimensions." Ocean Container Dimensions. Foreign Trade On-line. Web. 23 Nov. 2013.35"Tacoma to Orlando - Google Maps." Google Maps. Google, 23 Nov. 2013. Web. 23 Nov. 2013.36Tannert, Chuck. "Why a 10 MPG Peterbilt Semi Is a Really Big Deal."Road Track. Hearst Communications, 4

Apr. 2013. Web. 14 Nov. 2013.37"What Are Projected Diesel Fuel Prices for 2013 and for 2014?" Frequently Asked Questions. U.S. Energy

Information Administration, 22 Aug. 2013. Web. 14 Nov. 2013.


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assuming an average mileage of 6 mpg, the cost of gas for 11 trucks to drive from Tacoma toOrlando is $18,267.33.

Truck drivers will be paid at an hourly rate. The hourly distance between Tacoma, WA andOrlando, FL is 53 hours.35Therefore, HotelGo will pay drivers for 53 hours of driving, plus anyadditional costs for breaks and overnight trips. To account for fees from a staffing agency,

HotelGo will estimate wages at the 75thpercentile. The Bureau of Labor Statistics cites the 75thpercentile wage for tractor-trailer truck drivers at $22.86 per hour.38By multiplying the numberof hours by the number of truck drivers and the 75thpercentile wage per hour, HotelGo calculatesthe total driver cost to equal $13,327.38.

The total cost of shipping the containers by truck is the cost of gas plus the cost of the drivers.This total equals $31,594.71.

TIMELINE OF CONTAINER SOURCINGAfter ordering the containers from Bopind, it will take 30 days for them to build the 11containers. Shipping the containers from Shanghai, China to Tacoma, WA, U.S. will take 12

days. Assuming a driving speed of 50 mph and abiding by the regulations that say drivers canonly drive for 11 hours a day,39it will take 53 hours to cover the 2,650 miles from Tacoma, WAto Orlando, FL and therefore require 5 days of travel. This means that if everything goesperfectly according to plan, it will take 47 days from order to receipt of the containers.

LEASING THE TRUCKSHotelGo will lease 11 semi-trucks. The average cost per month to lease a semi-truck ranges from$1,000 to $2,500 per truck per month.40To use a conservative estimate, HotelGo assumes a costof $2,000 per truck per month. This comes to a total monthly lease payment of $22,000.Assuming a time horizon of 5 years (60 monthly payments) and using a 1.3%41one-year treasuryconstant maturity as the risk-free rate, the present value of the truck lease payments equals

$1,315,648.25. HotelGo will lease the trucks from a large national truck leasing company such asone of these companies:

AmeriQuest Transportation Services42 IdeaLease of North America43 PacLease Truck Leasing44

38"Occupational Employment and Wages, May 2012: 53-3032 Heavy and Tractor-Trailer Truck Drivers."Bureau of

Labor Statistics. United States Department of Labor, 29 Mar. 2013. Web. 8 Nov. 2013.39"Hours of Service Rules." Summary of Hours-of-Service (HOS) Regulations. Federal Motor Carrier Safety

Administration, 1 July 2013. Web. 25 Nov. 2013.40Smith, Ashley. "How Much Does It Cost to Rent or Lease a Semi Truck?" Commercial and Construction

Vehicles. CostOwl.com, 23 Nov. 2013. Web. 23 Nov. 2013.41"Treasury Securities." Treasury Bills. Bankrate Inc., 20 Nov. 2013. Web. 25 Nov. 2013.42"Commercial Truck Rental & Leasing." Commercial Truck Leasing & Rental. AmeriQuest Transportation

Services. Web. 25 Nov. 2013.43"Commercial Truck Leasing."Idealease Inc - Commercial Truck Leasing. IdeaLease Inc. Web. 25 Nov. 2013.44"Transportation Solutions." PacLease Truck Leasing. PACCAR Leasing Company. Web. 25 Nov. 2013.


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INSURANCEHotelGo will invest in property and casualty insurance to protect its hotel business. Becausehotels typically spend between 1% and 3% of revenue on this type of insurance,45HotelGoestimates hotel insurance costs at 2% of revenue.

As HotelGo will lease 11 semi-trucks, it must invest in truck insurance. The leasing operatortypically covers primary liability and cargo insurance, so HotelGo must cover physical damageinsurance and non-trucking use liability insurance itself.46These costs will likely be $2,850 pertruck,46totaling $31,350 per year for insurance for all 11 trucks.

FUELHotelGo must buy diesel fuel to drive the tractor-trailer trucks from one event location to thenext. Because the trucks will be driven long distances between events, the truck drivers willpurchase fuel when needed at diesel gas stations along the route. Semi-trucks get between 5.5and 6.5 miles to the gallon.47The predicted average cost of a gallon of diesel fuel for 2014 is$3.76.48The total mileage driven between HotelGos initial events is 4,195 miles. Please see

Appendix VII for a breakdown of distances. Therefore, assuming an average mileage of 6mpg,the cost for 11 trucks to drive to these five initial markets is $28,917.53.

PURCHASING BEDSBed frames are built into the containers. Bopind offers containers with one bed and containerswith bunk beds. HotelGo will start by buying single bed containers. HotelGo must purchasemattresses separately. The bed frames are made for queen size beds.29Consumersearch ranked aTempur-Pedic bed as one of the Best Reviewed in their mattress review report.49Tempur-Pedic beds can reduce pain--the perfect end to a long day at the track or other big event. Tempur-Pedic beds also have an excellent warranty.49Amazon.com currently offers a deal on themattresses. The Sleep Innovations 12-Inch SureTemp Memory Foam Mattress normally sells for

$1,899.99. However, Amazon.com is currentlyselling the mattress with a 20-year warranty for$418.98. This is a savings of 78%, or$1,481.01 per mattress.50Because one room ofthe 44-room fleet will serve as the office andfront desk for the hotel, HotelGo will need 43beds. If HotelGo capitalizes on this deal, it willcost a total of $18,016.14 to purchase beds.

45Halloran, Paul. "Controlling Hotel Insurance Costs: Five Easy Tips That Can Help Control Insurance Costs for

Your Hotel."Asian American Hotel Owners Association. Asian American Hotel Owners Association. Web. 1 Dec.2013.46"Trucking Insurance." Overdrive. Overdrive Magazine, 12 Dec. 2008. Web. 1 Dec. 2013.47Tannert, Chuck. "Why a 10 MPG Peterbilt Semi Is a Really Big Deal."Road Track. Hearst Communications, 4

Apr. 2013. Web. 14 Nov. 2013.48"What Are Projected Diesel Fuel Prices for 2013 and for 2014?" Frequently Asked Questions. U.S. Energy

Information Administration, 22 Aug. 2013. Web. 14 Nov. 2013.49"Tempur-Pedic."Mattress Reviews. Consumersearch, Apr. 2013. Web. 23 Nov. 2013.50"Sleep Innovations 12-Inch SureTemp Memory Foam Mattress 20-Year Warranty." Amazon.com, Inc., 23 Nov.

2013. Web. 23 Nov. 2013.


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MISCELLANEOUS FURNISHINGSHotelGo will budget $300 per room for miscellaneous furnishings. These include but are notlimited to: wifi, art, a desk, air conditioning, and possibly other furniture. These items will bevital to the guest experience but it is difficult to predict future prices as well as what will actuallygo best in the rooms from an interior design perspective. HotelGo plans to order these

furnishings once the containers arrive in Orlando, Florida. That way, HotelGo management willbe able to see what the rooms look like and can order the correct pieces of furnishings for therooms. The total cost of miscellaneous furnishings is $13,200.

UTILITIESThe big question for HotelGo is, What about the utilities? How will you handle water,electricity, and sewage? This is the beauty of the HotelGo concept: everything is handled withinthe design of the containers. The design of the containers enables the structure to be entirely self-sustaining. The events will not have to provide for water, electricity, or sewage in order forHotelGo to operate. Generators provide the electricity. Water tanks provide the water throughoutthe event. Sewage tanks store the sewage. Of course, the structure contains plugins if events are

willing to provide electricity and/or water. HotelGo knows this design is possible and profitablebecause Snoozebox uses this same setup.51

ELECTRICITYThe average annual energy consumption per room for hotels is 22,371 kWh (kilowatt-hours).52Dividing this by 365 days in a year calculates to a daily energy consumption of 61.29 kWh perroom. Multiplying this daily energy consumption per room by HotelGos 44 rooms equals a totaldaily energy consumption of 2696.78 kWh. Multiplying by 1000 gives the total daily energyconsumption in Wh. Dividing this total daily energy consumption by 24 hours in a day equals112,365.75 W (watts). This is the rate of power needed per day to run HotelGo with 44 rooms.These are some of the many options for generators:

Perkins 140-175 kW diesel generators without enclosure - $21K-$25K53 Hardy Diesel generators powered by John Deere with enclosure - $32K-$52K53 Central Maine Diesel 100 kW generator with enclosure - $17K-$23K54

The Central Maine Diesel 100 kW generator appeals to HotelGo because it is touted for its quietrunning and is suitable for continuous use. HotelGo will conservatively budget $30,000 forpurchasing a generator.

The Central Maine Diesel 100 kW generator consumes 6.1 gal/hr when running at full load.54Multiplying this figure by 24 hours in a day equals 146.4 gallons per day. The predicted averagecost of a gallon of diesel fuel for 2014 is $3.76.48If HotelGo uses 146.4 gallons at $3.76 per

gallon, the diesel gasoline for the generator will cost $550.46 per day. HotelGo will operate for

51"Questions & Answers." Snoozebox, May 2013. Web. 25 Nov. 2013.52Su, Bin. "Hotel Design and Energy Consumption."Engineering and Technology. World Academy of Science, 2

July 2012. Web. 25 Nov. 2013.53"Hardy Diesel Generators."Large & Industrial Diesel Generators 120-250kw. Hardy Diesel, 25 Nov. 2013. Web.

25 Nov. 2013.54"100,000 Watt Diesel Generator with Sound Enclosure." 100,000 Watt Diesel Generator with Sound Enclosure.

Generator Sales, 25 Nov. 2013. Web. 25 Nov. 2013.


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117 days in its first year. This calculates to $64,404.29 for the total cost of diesel gas for thegenerator in the first year.

PURCHASING WATERThe average daily water consumption per room for a hotel is around 120 gallons.

55, 56

Multiplying this by the total number of rooms gives a conservative estimate of 5,280 gallons perday. The average price of water in the U.S. is $1.50 for 1,000 gallons.57Using this price ratio andthe fact that HotelGo will operate 117 days in its first year, the total cost of purchasing water willequal $926.64 annually.

STORING WATERPlastic vertical 6000-gallon water tanks range in price from $3,000 to $5,000.58Possible vendorsinclude Tank Depot58and Plastic Mart.59These vendors will ship anywhere in the U.S. HotelGowill budget $4,000 for a water tank.

DISPOSING OF SEWAGEWhen HotelGo receives the containers from China, they will already be outfitted with bathroomsand sewage tanks. Disposing of the sewage will be the only cost associated with the sewage.SeaWorld will give HotelGo access to their sewage lines for the summer. This means HotelGowill have to pay to dispose of sewage at the Indianapolis Brickyark 400, the Austin FormulaOne, the Daytona 500, and the Charlotte Coca-Cola 600. All of these cities have free RV sewagedump stations.60, 61, 62, 63However, in order to make a conservative cost estimate, HotelGo willassume a cost of $30 for each event. This calculates to a total cost of $150 per year for sewagedumping.

LOCATIONThrough its strategic partnerships with events, as discussed in The Company and Event

Markets and Competition sections, HotelGo will set up near big events. At racing events,HotelGo plans to locate on the racing infield or directly outside the racetrack, similar to howRVs and campers can set up. At other events or locations, like SeaWorld Orlando, HotelGo willwork with the partner to find a suitable location in a nearby parking lot.

55McGee, Keyes, E.I. "Water Conservation in the Hospitality Industry." East Carolina University. Web. 25 Nov.

2013.56Tang, Fu E. "A Study of Water Consumption in Two Malaysian Resorts."Engineering and Technology. World

Academy of Science, 8 Jan. 2012. Web. 25 Nov. 2013.57"Cost of Water." Cost of Water. Fairfax Water. Web. 25 Nov. 2013.58

"Plastic Vertical Water Tanks." For Sale. Tank Depot, 25 Nov. 2013. Web. 25 Nov. 2013.59"6000 Gallon Vertical Water Tank."Enduraplas. Plastic Mart, 25 Nov. 2013. Web. 25 Nov. 2013.60"RV Dump Stations Near Indianapolis, Indiana."RV Dump Station Locations. Sanidumps: RV Dump Stations.

Web. 25 Nov. 2013.61"RV Dump Stations Near Austin, Texas."RV Dump Station Locations. Sanidumps: RV Dump Stations. Web. 25

Nov. 2013.62"RV Dump Stations Near Daytona Beach, Florida."RV Dump Station Locations. Sanidumps: RV Dump Stations.

Web. 25 Nov. 2013.63"RV Dump Stations Near Charlotte, North Carolina."RV Dump Station Locations. Sanidumps: RV Dump

Stations. Web. 25 Nov. 2013.


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When setting up the hotel, HotelGo can stack shipping containers two high, so that it only needsan area large enough for placing six containers on the ground, rather than 11. To estimate thecost that events will charge HotelGo for the space to set up, we looked at prices of RV andcamper parking at HotelGos initial events. We estimate HotelGo will need the equivalent of sixRV spaces to set up its 40-room hotel. After finding RV space pricing for each event, we added a

25% premium to estimate cost, as we assume events will charge HotelGo a corporate premium. Seaworld: $20 per day per RV space64* 90 days * 6 spots * 125% = $13,500 Brickyard 400: $120 for five days per regular RV space65* 6 spots * 125% = $900 Austin Formula One: $322 for four days per regular RV space66*6 spots * 125%=

$2,415 Daytona 500: $790 for entire race per premium RV space67* 6 spots * 125% = $5925 Charlotte Coca-Cola: $150 for entire race per regular RV space68* 6 spots * 125% =

$1125

With these conservative estimates, the total initial location costs is $23,865.

OFF-PEAK STORAGE OF HOTEL TRUCKSCurrently HotelGo identifies five markets at which to locate the hotel. These six events, spreadout throughout the year, allow for ample planning time. As HotelGo identifies and targets moreevents to attend, it will experience less idle time. In its initial few years of operation, however,HotelGo can expect some time in between events when the hotel is not in use. HotelGo mustpark and store the trucks and trailers with the hotel containers at these times. HotelGo will parkthe trucks and trailers at a tractor-trailer storage lot, where it can store its trucks short-term orlong-term. Many such storage lot companies exist around the country, and provide security forthe trucks. Comparable tractor-trailer and truck storage lots are priced as follows:

Delta Truck Parking (California), $10 per day, per truck69 Safe Storage (Kentucky), $99 per month, per truck70 Access Outdoor Storage (Ohio), $34.95 per day, or $175 per month, per truck71

HotelGo has identified TXS Secure Trailer Parking Network as a potential storage lot provider,because of its locations close to our initial events, and throughout the U.S. Pricing informationfor TXS is not currently available. From quotes from similar storage lots, HotelGo estimates aprice of $175 per month, per truck.

For a conservative estimate, assuming storage for 12 months, this comes to $23,100

64

"Know Before You Go." SeaWorld. SeaWorld Parks & Entertainment. Web. 02 Dec. 2013.65"Tickets: Kroger Super Weekend." Super Weekend at the Brickyard. Indianapolis Motor Speedway, 2013. Web. 2

Dec. 2013.66Maher, John. "F1 Circuit Adds RV Camping Option ." Statesman. Cox Media Group, 2 July 2013. Web. 02 Dec.

2013.67"Geico Camping."Daytona International Speedway. Daytona International Speedway. Web. 02 Dec. 2013.68"Speedway Camping." Charlotte Motor Speedway. Speedway Motorsports, Inc. Web. 02 Dec. 2013.69"Truck Parking Lot."Delta Truck Parking. Web. 14 Nov. 2013.70Brooks, Paul. Tractor Trailer Parking. Message to the author. 14 Nov. 2013. E-mail71Noonan, Tim. "AOS Storage Application." Message to the author. 14 Nov. 2013. E-mail.


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LABOR SOURCINGHotelGo will hire one general manager and two assistant managers manage the hotel. Based outof Orlando, these managers will travel with HotelGo to all events. These employees must holdpast experience in hospitality and the ability to manage a staff, deal with customers, and solveunexpected issues that may arise on the go. They will manage the temporary housekeepers and

setup crews, and any on-site customer requests or complaints. They will also manage a customerservice phone line to answer questions about booking a room at HotelGo.

HotelGo will use temporary staffing agencies to hire housekeepers, setup crews, and drivers.Staffing on a project-basis, an increasingly popular practice in the United States, resembles just-in-time practices of a supply chain.72HotelGo plans to create a contract with TrueBlueCompany, a company that provides temporary hospitality employees and setup crews through itsLabor Ready company branch and temporary truck drivers through its Centerline companybranch. Labor Ready boasts, With Labor Ready, you get employees just when you need themand only for as long as you need them.73Labor Ready has over 600 offices around the country,and Centerline has 32 transport centers, meaning HotelGo can work with the same staffing

company at its initial events, and as it expands to other events and locations. Working with atemporary staffing company allows HotelGo flexibility and eliminates the need to transportemployees from location to location and provide lodging. The staffing company screensemployees and verifies they are documented workers.73It also manages employee payroll.73Byoutsourcing these services to a company like TrueBlue, HotelGo eliminates much of the need forHuman Resources management, and can focus on its core mobile-hotel business.

Housekeepers will ready guestrooms and prepare laundry to create a clean, comfortableenvironment for guests staying at HotelGo. To ensure quality and reduce the need for training,HotelGo will hire staff with previous experience in housekeeping, which Labor Ready provides.To ensure consistency, the general manager will provide housekeeping staff with processinstructions and checklists on how to clean and ready each guestroom.

A crew of eight temporary workers will set up the hotel at each event location. Snoozebox, whosets up mobile hotels in Europe, boasts the ability to set up and be operational within 48 hours ofarriving on location,74and HotelGo plans to do the same. Generally, set up involves removingthe shipping container hotel blocks from the trucks. At the end of an event, workers will helprepack the hotel blocks onto the trucks. HotelGos managers will supervise workers during theset up and tear down process to ensure consistency and safety. Labor Ready provides temporaryworkers specifically for loading and unloading, for set up and tear down of events, and formoving. Labor Ready can recommend the right workers at each location for this labor-intensivejob.

HotelGo will hire temporary drivers to transport the shipping container hotel units from one

location to the next. Centerline, a temporary and long-term driver staffing company, providesexperienced, professional truck drivers who are background checked and screened with drug

72Jackson, Anna-Louise, Steve Matthews, and Anthony Feld. "Temporary Work Demand Rises as Companies

Avoid Commitments: Jobs."Bloomberg. Bloomberg, 18 July 2012. Web. 8 Nov. 2013.73"Services."Labor Ready Hospitality. Labor Ready, 2011. Web. 8 Nov. 2013.74"Questions and Answers." Snoozebox Portable Hotel. Snoozebox. Web. 8 Nov. 2013.


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tests, and who have met the Department of Transportation requirements.75Centerline handles allcompliance work, and employee taxes, and benefits.76HotelGo will work with Centerline to hiredrivers at each event location to drive the HotelGo trucks to the next event.

LABOR COSTSHotelGo estimates costs of labor to run the hotel as follows:HotelGo will pay the one general manager and two assistant managers on a salary basis.According to the Bureau of Labor Statistics, the 2010 median may for a hotel manager was$46,880 per year, or $22.54 per hour.77HotelGo therefore estimates the yearly cost of generalmanagement at $140,640.

3 managers, at $46,880 per year = $140,640 per yearCosts associated with labor for housekeeping, setup crews, and drivers will depend upon thenumber of events HotelGo chooses to attend each year, and the length of these events.

Housekeeping staff will be paid at an hourly rate. Because HotelGo can expect an extra cost

from using a staffing agency, it estimates wages at the 75

th

percentile to account for this extracost. The Bureau of Labor Statistics cites the 75thpercentile wage for maids and housekeeping in2012 at $11.53 per hour.78

3 housekeepers, at $11.52 per hour, at 40 hours per week, at 16.8 weeks (see AppendixVIII) = $23,224.32

Setup crew workers will also be paid at an hourly rate. Again, to account for fees from a staffingagency, HotelGo estimates wages at the 75

thpercentile. The Bureau of Labor Statistics cites the

75thpercentile wage for hand laborers and material movers at $14.77 per hour.79HotelGo willallow two days to set up for an event, and two days to tear down after an event.

8 workers, at $14.77 per hour, at 8 hours per day, at 4 days per event, at 5 events =$18,905.60

Truck drivers will be paid at an hourly rate. For its initial five markets, HotelGo will pay driversfor 65.5 hours of driving, plus any additional costs for breaks and overnight trips. Please seeAppendix VII for distance details. To account for fees from a staffing agency, we will estimatewages at the 75thpercentile. The Bureau of Labor Statistics cites the 75thpercentile wage fortractor-trailer truck drivers at $22.86 per hour.

80

11 drivers, for 65.5 hours, at $22.86 per hour = $16,470.63 for HotelGos initial events

75

"The Centerline Advantage." Centerline. Centerline Drivers, 2013. Web. 13 Nov. 2013.76Centerlines Driver Management Service." Centerline. Centerline Drivers, 2013. Web. 13 Nov. 2013.77"Lodging Managers."Bureau of Labor Statistics . United States Department of Labor, 11 July 2012. Web. 8 Nov.

2013.78"Occupational Employment and Wages, May 2012: 37-2012 Maids and Housekeeping Cleaners."Bureau of

Labor Statistics. United States Department of Labor, 29 Mar. 2013. Web. 8 Nov. 2013.79"Occupational Employment and Wages, May 2012: 53-7062 Laborers and Freight, Stock, and Material Movers,

Hand."Bureau of Labor Statistics. United States Department of Labor, 29 Mar. 2013. Web. 13 Nov. 2013.80"Occupational Employment and Wages, May 2012: 53-3032 Heavy and Tractor-Trailer Truck Drivers."Bureau of

Labor Statistics. United States Department of Labor, 29 Mar. 2013. Web. 8 Nov. 2013.


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VIII. FINANCIALS

VALUATIONHotelGo is asking for $800,000 for 43% stake in the company. HotelGo values itself at$1,827,492.69 based on discounting the free cash flows over the first five years, and growing at a

rate of 3% in perpetuity. HotelGo needs the $800,000 to cover the costs of purchasing thegenerator and hotel trailers, the shipping costs of the hotel trailers, and the leasing costs of thetruck. The aforementioned costs sum up to be $587,758.67. The other $212,241.33 will be ableto cover approximately 57% percent of costs of revenue for the first year while HotelGo isaccumulating cash at the start of operation. HotelGo feels the $800,000 will be able tosuccessfully fund the purchase of the necessary equipment and provide the cash needed to coverexpenses throughout the first year.

INCOME STATEMENT

We evaluated revenue growth over the five years at a base case of 3%. This resultsmostly from a more aggressive pricing with expected higher demand. The revenuenumbers above come from pricing and revenue estimates, explained on page 13 of theSales and Marketing section.

Costs of revenue result from summing the costs detailed in the Operations section of thisreport. See Appendix IX for a summary of costs.

We depreciated fixed assets over five years usingstraight-line depreciation and nosalvage value. Assets to be depreciated are the hotel containers and generator, at a totalcost of $324,629. See Operations section, pages 13-15 and page 17, for cost details.

We assume a 35% tax rate, based on the corporate tax rate, to calculate tax expense.

Year 1 Year 2 Year 3 Year 4 Year 5

Revenue $ 867,196.75 $ 893,212.65 $ 920,009.03 $ 947,609.30 $ 976,037.58

Cost of Revenue $ 393,298.05 $ 393,818.36 $ 394,354.29 $ 394,906.30 $ 395,474.86

Gross Income $ 473,898.71 $ 499,394.29 $ 525,654.74 $ 552,703.01 $ 580,562.72

Depreciation

Expense

$ 64,925.80 $ 64,925.80 $ 64,925.80 $ 64,925.80 $ 64,925.80

Operating Income $ 408,972.90 $ 434,468.49 $ 460,728.94 $ 487,777.20 $ 515,636.92

Lease Expense $ 263,129.65 $ 263,129.65 $ 263,129.65 $ 263,129.65 $ 263,129.65

Tax Expense $ 143,140.52 $ 152,063.97 $ 161,255.13 $ 170,722.02 $ 180,472.92

Net Income $ 265,832.39 $ 282,404.52 $ 299,473.81 $ 317,055.18 $ 335,164.00


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STATEMENT OF CASH FLOWS

]

The lease payments for the truck have a value of $1,315,648.25, as detailed in theoperations section on page 15. This value is divided by five to give the financing cashflows for the lease payments.

Investing cash flow costs of generators, hotel containers, and shipping costs are detailedin the Operations section.

Year 1 Year 2 Year 3 Year 4 Year 5

Operating Cash

Flow

Net Income $ 265,832.39 $ 282,404.52 $ 299,473.81 $ 317,055.18 $ 335,164.00

Depreciation $ 64,925.80 $ 64,925.80 $ 64,925.80 $ 64,925.80 $ 64,925.80

Total

Operating Cash

Flow

$ 330,758.19 $ 347,330.32 $ 364,399.61 $ 381,980.99 $ 400,089.80

Financing Cash

Flow

Truck $ (263,129.65) $ (263,129.65) $ (263,129.65) $ (263,129.65) $ (263,129.65)

Total Financing

Cash Flow

$ (263,129.65) $ (263,129.65) $ (263,129.65) $ (263,129.65) $ (263,129.65)

Investing Cash

FlowGenerators $ (30,000.00)

Hotel Trailers $ (207,216.14)

Shipping Cost $ (87,412.88)

Total Investing

Cash Flow

$ (324,629.02) 0 0 0 0

Beginning Cash $ 800,000.00 $ 542,999.52 $ 627,200.19 $ 728,470.15 $ 847,321.49

Net Change In

Cash

$ (257,000.48) $ 84,200.67 $ 101,269.96 $ 118,851.34 $ 136,960.15

Ending Cash $ 542,999.52 $ 627,200.19 $ 728,470.15 $ 847,321.49 $ 984,281.64


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BALANCE SHEET

PPE includes the cost of the hotel containers and generator. These costs come from theOperations Section, pages 13-15 and page 17. Truck lease costs are detailed in the Operations section, page 15.

Year 0 Year 1 Year 2 Year 3 Year 4 Year 5

Assets

Cash $ 800,000.00 $ 542,999.52 $ 627,200.19 $ 728,470.15 $ 847,321.49 $ 984,281.64

Accounts Receivable 0

Inventory 0

PPE $ - $ 324,629.02 $ 324,629.02 $ 324,629.02 $ 324,629.02 $ 324,629.02

Accumulated

Depreciation

$ 64,925.80 $ 129,851.61 $ 194,777.41 $ 259,703.22 $ 324,629.02

Net PPE $ 259,703.22 $ 194,777.41 $ 129,851.61 $ 64,925.80 $ -

Truck $ 1,315,648.25 $ 1,315,648.25 $ 1,315,648.25 $1,315,648.25 $ 1,315,648.25

Total Assets $ 2,118,350.99 $ 2,137,625.85 $ 2,173,970.01 $2,227,895.54 $ 2,299,929.89

Liabilities

Leases $ - $ 1,315,648.25 $ 1,315,648.25 $ 1,315,648.25 $1,315,648.25 $ 1,315,648.25

Amortization $ 263,129.65 $ 526,259.30 $ 789,388.95 $1,052,518.60 $ 1,315,648.25

Net Lease $ 1,052,518.60 $ 789,388.95 $ 526,259.30 $ 263,129.65 $ -

Stockholder's Equity

Common Stock $ 800,000.00 $ 800,000.00 $ 800,000.00 $ 800,000.00 $ 800,000.00 $ 800,000.00

Retained Earnings $ - $ 265,832.39 $ 548,236.90 $ 847,710.71 $1,164,765.89 $ 1,499,929.89

Total Liabilities+

Stockholders Equity

$ 2,118,350.99 $ 2,137,625.85 $ 2,173,970.01 $2,227,895.54 $ 2,299,929.89


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BREAKEVEN ANALYSISSince a hotels marginal cost of an additional patron is non-material, all cost for HotelGo areconsidered fixed. The total revenue needed to generate a pre-tax income of zero is $697,488.50.This number is calculated by finding the total operating costs excluding taxes. Given HotelGosplanned year one schedule of 118 operating days (See Appendix VIII) and 40 rooms, there will

be 4720 available room nights.

Accounting Cost Operating

Nights

Rooms Total Room Nights

$ 697,488.50 118 40 4720

The average room rate needed to break-even changes as the occupancy rate differs. The financialstatements assume a 91% occupancy rate and an average rate of $183.73. This pricing is comesfrom dividing the total revenue by the projected occupancy rate times the total room nights.

HotelGo Year 1 Projected Occupancy Rate 91%

HotelGo Year 1 Projected Average Rate $ 183.73

The projected average rate is approximately $20 higher than the break-even rate for 90%occupancy, detailed below. This is advantageous because it will allow HotelGo to sell morelower-rates than planned if demand needs to be spurred. We calculated breakeven price bymultiplying the occupancy rate by the total room nights (4720), and dividing the accounting costby this number.

Occupancy

Rate

Average Rate Needed to

Break Even Assuming

Occupancy Rate

60% $ 246.2970% $ 211.1080% $ 184.7290% $ 164.19100% $ 147.77

For additional breakeven analysis spanning the next five years, please refer to Appendix X.

EXIT OPPORTUNITYAssuming HotelGo experiences the growth and success it is capable of, many options exist forthe investor to prosper with their stake in HotelGo. The simplest option for the investor is to cash

out by the resale of their equity. Should any of the original stakeholders want to repurchase someof the 43% equity initially sold it would be easy for the investor to sell their equity back at theincreased value of the company. Another method for the investor to prosper is a company buyoutby Snoozebox, the publicly traded portable hospitality provider in Europe. Should Snoozeboxchoose to purchase a flourishing HotelGo and add it as the North American branch of theirservices, HotelGo will be able to get a premium valuation as many synergies exist which makesfor a very strategic acquisition by Snoozebox.


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HotelGo will implement its business plan by first working to design and construct the hotel unitsand purchasing semi-trucks in 2014. HotelGo will initially consist of 10 hotel shipping containerunits, each with four guest rooms, totaling 40 guest rooms. HotelGo will include an 11 thunit foroffice and living space for hotel managers.

The implementation strategy involves targeting five markets and locations for the first years of

operations, and expanding in the following years. In 2014, HotelGo will establish relationshipswith these key events and locations and begin negotiating partnerships for setting up HotelGo atthese locations.

Once HotelGo sets the initial operations plans and partnerships, it will perform a trial run ofoperations at SeaWorld Orlando, beginning in May 2015. Locating HotelGo at SeaWorld willnot correspond with a specific event; this allows HotelGo flexibility and room for error in thistrial period. In July 2015, HotelGo will move to Indianapolis for the Brickyard 400, its first largeevent. From there, HotelGo will set up at the Austin F1 Grand Prix, the Daytona 500, and theSprint All-Star Race and Charlotte Coca-Cola 600.

After this first year of operations, HotelGo will evaluate these events and decide on continuing to

locate HotelGo at these locations. It will also begin looking at new possibilities of events toattend. HotelGo will look for events that complement its operations and match its brand image asa big-event, family-friendly, leisure hotel. Ideal events include other Nascar races, music and artsfestivals, and other sporting events. HotelGo will target events with increased attendance, wherehotel occupancy rates are high. Please see Appendix III for a list of possible future partnershipsand events.

In the future, HotelGo expects to expand with additional guestrooms by purchasing additionaltrucks and hotel units. Depending on an evaluation of current operations, HotelGo will eitherexpand the current fleet of hotel trucks, or define a second fleet of HotelGo units that will attendevents in a specific region of the country, saving on fuel costs.

X. RISKS

PARTNERSHIP RISKSA key to HotelGos strategy, event partnerships provide HotelGo with locations to set up,advertising access, and avenues for booking. We identified five locations (six events) with whichto partner in our first year of operations. Recognizing the possibility that these particular eventschoose not to partner with HotelGo, we identified several other possible partnership venues,shown in Appendix III. We can easily change operations plans to accommodate differentpartnership events if necessary, as these plans apply to many types of events and venues.

HotelGo must prove to its potential event partners that the partnership creates benefits for them.

HotelGo will communicate the fact that event attendees will appreciate a new, unique lodgingoption and event centered-experience. A HotelGo partnership will also provide direct revenue toevents, through booking commissions and location fees. HotelGo is confident that it can obtainsuccessful event partnerships by identifying strong events, communicating the benefits, andpersistently pursuing new events.


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EVENT RISKSEach event HotelGo partners with includes individual risks. Recognizing and mitigatingpartnership risks and demand risks will prove essential to HotelGos success. Appendix XIdiscusses each event and the individual risks each brings.

TRANSPORTATION RISKSHotelGos event partnerships depend on the overseas shipping and cross-country shipping (fromTacoma, WA to Orlando, FL) to go according to plan. In order to mitigate the risk of losing outon a partnership because of shipping delays, HotelGo has a conservative implementationtimeline and plans to complete sourcing of the containers with plenty of time before theSeaWorld trial period.

HotelGo relies on semi-trucks to transport the hotel containers between events. The risksinvolved with these trucks include gas prices and quality/service of the leased trucks. HotelGoscosts will increase if fuel prices increase more than projected, and as with most small businesses,it can do little to mitigate the risk of rising fuel prices. HotelGos tight timeline also relies on the

truck leasing companies fulfilling the contractual agreements in regards to quality and service.HotelGo will mitigate the risk of faulty trucks and poor leasing company service by creating afoolproof contract and networking with other truck companies as a backup plan.

IMPLEMENTATION RISKSHotelGos implementation plan involves several steps that depend on the completion of previoussteps. Beginning hotel operations in 2015 depends on the construction and purchase of the hotelunits and trucks, and forming event partnerships in 2014. To guarantee operations and revenueinflows begin in May 2015, HotelGo will allow ample planning time in 2014. It will keepcommunication lines open and strong with all partners and suppliers, in order to foresee andmitigate any delays in the implementation timeline.

XI. SUMMARYA hotel that moves to high-attendance events can avoid low demand and low occupancy. Bytargeting big events, HotelGo establishes a leisure hotel brand that provides a convenient, funexperience for guests. It will use its competitive advantage of a convenient, premium location toattract guests, and its prices, although high enough to create substantial revenue, will becompetitive compared to other nearby hotels on event weekends. Event partnerships provideHotelGo a location to set up, access to website advertising, and an avenue for booking. Planningout the operations for the first year (involving the six events in the five locations) allows us toestimate costs and revenue. We expect to add additional events each year, which will increaserevenue and allow for further expansion.

In exchange for a 43% stake in the company, an $800,000 investment will provide sufficientcapital to acquire the necessary equipment and cover expenses to commence operations. HotelGois an exciting opportunity that offers strong competitive advantages. By only locating in marketswhere demand exceeds current capacity, HotelGo reduces the risks of fluctuating demand in afixed location.


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APPENDIX I: PARTNERSHIP CONTACT INFORMATION

Daytona International

Speedway (Daytona 500)

Ryan Tolley, BusinessDevelopment Director:

866-887-6475CorpHospitality@Daytona

InternationalSpeedway.com

Indianapolis Motor

Speedway (Brickyard

400)

IMS Sales/CorporatePartnership Department:

(317) 492-6750

Charlotte Motor

Speedway (Coca-Cola

600 and Sprint All-StarRace)

Event Sponsorship andCorporate Sales Department:

704-455-3203

SeaWorld Orlando

Chris Brown, CorporateDirector of Strategic

Alliances,

[email protected]

Austin Circuit of the

Americas (Formula One

Grand Prix

Partnership and Advertising

Department:

Partnerships@CircuitOfThe

Documents

FINAL HotelGo Compiled Report