Central Plaza Hotel PCL
SET:CENTEL
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Central Plaza Hotel PCL
Total Other Income
Central Plaza Hotel PCL
Total Other Income Peer Comparison
Competitors Analysis
Latest Figures & CAGR of Competitors
| Company | Total Other Income | CAGR 3Y | CAGR 5Y | CAGR 10Y | ||
|---|---|---|---|---|---|---|
|
C
|
Central Plaza Hotel PCL
SET:CENTEL
|
Total Other Income
N/A
|
CAGR 3-Years
N/A
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
|
M
|
Minor International PCL
SET:MINT
|
Total Other Income
N/A
|
CAGR 3-Years
N/A
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
|
S
|
S Hotels and Resorts PCL
SET:SHR
|
Total Other Income
N/A
|
CAGR 3-Years
N/A
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
|
E
|
Erawan Group PCL
SET:ERW
|
Total Other Income
-฿556.6k
|
CAGR 3-Years
N/A
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
|
D
|
Dusit Thani PCL
SET:DUSIT
|
Total Other Income
N/A
|
CAGR 3-Years
N/A
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
|
A
|
Asset World Corp PCL
SET:AWC
|
Total Other Income
-฿561k
|
CAGR 3-Years
66%
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
Central Plaza Hotel PCL
Glance View
Central Plaza Hotel Public Company Limited, widely recognized as Centara, has crafted its name in the hospitality and food service sectors in Thailand and internationally. Emerging from the Central Group conglomerate, Centara’s roots were firmly planted when it launched its first property, the Central Hotel, in 1980. This marked the beginning of a journey that would see it becoming a flagship player in the hotel industry, now operating under various brands such as Centara Grand, Centara, Centra by Centara, and COSI. Each brand is designed to cater to diverse market segments, including luxury, upscale, mid-scale, and economy travelers, thereby strategically positioning Centara to capture a wide range of customers. The group differentiates itself by blending traditional Thai hospitality with modern luxury and convenience, which has successfully attracted tourists and business travelers alike. The company’s revenue streams are primarily derived from hotel operations, food services, and property management. Through its hotels and resorts, Centara collects revenue from room bookings, dining establishments, banqueting facilities, and recreational amenities—forming a well-rounded service offering that promotes guest loyalty. In the realm of food services, Centara has further diversified its portfolio through investments in restaurant chains and catering businesses. This diversification helps to fortify its earnings against the volatile nature of tourism, emphasizing its resilience in a competitive industry. Additionally, its property management arm extends its expertise beyond owned properties, offering hotel and resort management services to third-party owners, thus leveraging its reputation and operational acumen. Through these integrated strategies, Centara has built a comprehensive ecosystem that not only maximizes the earning potential of each asset but also delivers an authentic and holistic travel experience to its clients.
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