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8/18/2019 Customer Experience Report
1/27
The Customer Experience in the
Hospitality Industry
Part
1
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Forward
“A vital piece of intelligence for all hospitality leaders.
Whether in preparation to welcome the world as hosts of the Olympic Games 2012 or
simply to grow sales and profit in the most competitive economic conditions for a
generation this report based on robust “actual” visit data identifies the challenges and
opportunities ahead.
The
report
presents
compelling
evidence
for
a
shift
in
focus
-
to
engage
existing
guests
and leave them with a desire to return and tell their friends. Peer to peer
recommendation has always been the most powerful marketing vehicle and in a
social media rich environment the opportunities and risks are even greater.
Such customer centric intelligence; vital for competitive advantage; was not previously
available but Customer Service Benchmarking now provides an accessible tool for all
leaders
to
assess
where
they
currently
are
and
to
identify
the
scale
of
their
opportunity
gap by measuring and benchmarking performance in areas that matter.
The report raises some important questions and challenges.”
Bob Cotton
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Introduction
This
is
the
first
in
a
series
of
three
reports
which
unpick
the
reality
of
the
customer
experience
in
the
hospitality
industry,
initially
considering the sector perspective, subsequent reports “mine” the wealth of data at our disposal to consider the sub sector and
competitive set performance before providing insight and intelligence gleaned from the performance of the best of the best.
We benchmark Experiences because It is the delivery of experiences; the added value, memories and emotions that matter,
rather than the provision of customer service or goods.
We will demonstrate that many fail to deliver even consistently excellent goods, most simply transact customers leaving competitive
advantage for those who genuinely value guests and provide them with experiences that cause them to leave with a burning desire
to return and bring their friends! What business are you in?
A great burger or pizza is not enough, good customer service and customer satisfaction are not enough and we will demonstrate
why! We will also identify critical metrics and customer “profiles” to help drive growth. Honestly appraising the experience you a! ord
guests is critical because average is not good enough, the competition for consumers time and money is intense and coming from
all quarters. Insight and Intelligence is key to supporting your goal of delivering memorable experiences which develop advocacy
and competitive advantage and we hope these reports help you shape your goals. These reports are a starting point, as you review
them consider the following questions:
What do your target market expect?
What do your target market want?
Who
are
your
competitors? What do you do better than your competitors?
What do they do better than you?
How are you going to excite your guests to become advocates and help you grow your business?
3
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Apple have alwa ys understood
and continue to understand that
they are not in the business ofbuilding computers!
4
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• Average cannot be the extent of your aspirations!
• 34% of all experiences diminish future sales!
• Grasp the competitive advantage opportunity
• Be In the business of delivering experiences
• Who
cares
wins!• The training isn’t working!
• Don’t allow brand standards to inhibit your team!
• Guests need to feel enthusiasm, a! ection and kindness!
• Think lifetime value!
• Most hospitality guests would not recommend!• Stuck in the mentality of delivering goods!
• Cardinal Sin - Recruiting personality then training it out!
The Hospitality Sector
Performance
C
o n
t e n
t s
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Skills
Perceived Value
Pace
Warmth
Interest
Training
Willingness to
Recommend
Confidence
Knowledge
PersonalityReflections
Welcome
Our questions have been carefully
designed
and
robustly
tested .
They aggregate into the three
categories above.
We use SUBJECTIVE
questions to explore
the guest experience
NOT
the
adherence
to
brand standards
Our
Questions
assess
the
following
aspects of the guest experience:
Measuring Experiences
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Over
3000
guest
centric
mystery
visits
inform
our
unique
benchmark
insight
o! ering competitive advantage for those who care!
From the data we provide performance benchmarks so that clients know where
they are on their journey to delivering experiences that engage & excite guests
generating competitive advantage and increasing guest advocacy
We
can
benchmark
performance
against
the
appropriate
industry
benchmark
averages
derived
from our ongoing “uninvited visits”
Most importantly we can benchmark performance against the best of the best from all available
visit data - with monthly reports identifying performance gaps and actionable recommendations
Benchmarking Performance
Hospitality Sector Casual Dining Budget Hotels Community Pubs
Drink Sub Sector Fast Food 5* Hotels High Street
Accommodation Sub Sector Coffee + B&B’s Destination Pubs
Food Sub Sector Fine Dining 3-4* Gastro Pubs
Ancillary Boutique Hotels
Eclectic Benchmark - “The best of the best”
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Hospitality Sector Benchmark
75.42%
74
74.5
75
75.5
76
Feb 11 Sept 11 Jan 12
Guest experiences
have
improved but it remains a
mixed bag with visit scores
ranging from 18% - 100%
Evidence of belt tightening in
inflationary
times
served
up
diminished performance in
October & November
75.42% is Average - the
target is 90%
Productivity
improvements
can not be at the expense of
guest experiences
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0
10
20
30
40
0-10% 11-20% 21-30% 31-40% 41-50% 51-60% 61-70% 71-80% 81-90% 91-100%
Only 13% are gaining
recommendations
Only
13%
of
businesses
scored
"
90%
the
level
required
for
recommendation - 87% of businesses are not delivering experiences
worthy of recommendation
34% of businesses scored # 60%
The graph describes the % of average scores achieved in each percentile and isbased on over 1400 “uninvited visits” across the hospitality sector.
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0
10
20
30
40
0-10% 11-20% 21-30% 31-40% 41-50% 51-60% 61-70% 71-80% 81-90% 91-100%
A different perspective reveals
a substantial Opportunity.....
With the correct focus 30% could readily transform their business and convert existing
guests into their most powerful marketing vehicle - peer to peer recommendations.
This would not only transform their business but the dominant view of the sector.
Enticing ever more potential guests away from their streamed HD film, M&S meal and
wine deal, 50p bottles of lager and very comfy couch.
10
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Michael Porter
The basis of above-average
performance within an industry is
sustainable competitive advantage.
There are 2 basic types of
competitive
advantage:Cost Leadership
Di! erentiation
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Short on Personality and
short of the Target!
73
74.25
75.5
76.75
78
Personality Skills Reflections
Personality
is
the
worst
performing category,
depressed by a failure to:
welcome, be interested in
the guest and demonstrate
warmth.
Reflections is limited by
ambivalence and guests
unwillingness to
recommend dragged down
by a lack of personality and
guest engagement
Target
90%
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What a year 2011 was! High debt burdens - spiralling fuel & food costs, squeezed profit margins, falling sales
or sales propped up by discount fuelled guests - labour cost controls - fearful teams dominated by part time
transient
workers.
Result
-
Too
much
debt
-
not
enough
personality!
Indeed many businesses closed as UK PLC fights for the available leisure spend in the face of ever more
discerning and value conscious guests who have more choice than ever before.
“Shall I go out to my local restaurant or relax in my comfortable sofa watching a streamed HD film washing
down a M&S £10 Meal for 2 and bottle of wine with a few 50p bottles of beer or lager?”
Hospitality businesses should be in the business of delivering experiences not selling goods or services!
The
reality
for
guests
is
somewhat
di! erent:Some sell Goods - burgers, pizzas, flat whites, cask ales, bottles of wine, steaks or beds
Some sell Services - they transact or process goods to guests - they simply get the job done
The best provide Experiences - delivering goods and service with the enthusiasm, expertise and style that
elevates the delivery of basic guest needs so as to create memorable moments - transforming a process into
an experience.
Too many customers are given goods for a price, most are simply transacted leaving the majority of guests
su$ciently disgruntled to share their thoughts on twitter and facebook thereby accelerating the demise of
operators who will certainly get what they deserve - faster than ever before.
Meanwhile the best continue to deliver and focus on team and guest experiences, growing the gap between
themselves and the rest while warmly, welcoming new friends with huge smiles, an open heart and many kind
words - delivering experiences guests pass on peer to peer.
“Experiences are as distinct from services as services are
from goods” - Tom Peters
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The Ownership factorIndependent hospitality businesses outperform Branded or Chain operations.
While
both
groups
fail
to
attain
the
target
90%
the
6.
28%
gap
is
significant.
Do owners care more than managers? The independent v chain data reveals a
significant challenge for sector chain owners - how to get corporate managers
thinking and behaving like owners.
50
60
70
80
90
73.6671.6 71.89
76.6 76.97 78.17
WarmthPersonality
Average ScoreChains Independent
“Most independents are best o! , I
think doing what I prided myself on
doing
for
so
many
years
as
a
storekeeper: getting out on the
floor and meeting every one of the
customers. Let them know how
much you appreciate them, and
ring that cash register yourself .
That little personal touch is so
important for an independent
merchant
because
no
matter
how
hard Walmart tries to duplicate it -
and we try awfully hard - we can’t
really do it.”
Sam Walton,Walmart
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71
73
75
77
79
72.66
73.57
71.71
77.31
77.92
78.91
74.49
77.28
74.43
75.42
Welcome Warmth Interest Confidence Pace Training Knowledge Value Recommend Average Score
No business needs to be exceptional in every area but it certainly needs to be exceptional
in some and particularly those that matter to their target audience.
The 4 weakest areas are the most important: Welcome, Warmth, Interest and Knowledge
The sector is below target on every measure!
Its time to review your slice of the reported
£4,242 million spent annually on training - Are
you getting a ROI?
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Take the leap
Start Engaging and exciting
your guests before they find
your competitors
Stop training process, and
transacting guests, release the
personality and measure what
matters rather than brand
standards
According to a recent Square Meal survey
45% of complaints are due to bad service....
and
65% of employers report a need to improve
customer service skills according to The
National
Employer
Skills
Survey
According to the National Employment
Survey the sector spends £4,242 million on
training
each
year....
yet:
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photo credit: Vinoth Chandar
Have you ever recommended a restaurant
on the basis of “its world class table
checks”?
While conducting another unnecessary
table check within the required timeframe,
are
your
team
missing
opportunities
to
engage guests in a way that would grow
sales for today and tomorrow!
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7%
30%
9%
4%
31%
9%
3%4%
4%
Welcome Warmth Interest Confidence Value
Pace Training Knowledge Problems
Warmth @ 30% is the most
cited positive driver of
recommendation
Value @ 31% is a prominent
driver but most frequently
cited for negative reasons
Training is the least influential
factor @ 3%
Emotions drive value,
connection, willingness to
recommend
and
advocacy.
Most Valuable Driver: Warmth
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Introducing Net Promoter90%+ or you are nowhere
There is clear evidence that for anyone considering their
satisfaction, loyalty and the willingness to recommend performance
a
score
in
the
realms
of
7
or
8/10
(which
might
get
you
an
A*
at
school) cuts no mustard with consumers in the real world.
If guests are not rating 9/10+ they are not going to recommend
you!
Net Promoter® developed by Satmetrix, Bain & Company, and Fred
Reichheld, is a useful measure of customer loyalty. It polarises your
promoters and detractors and is calculated as:
(The percentage of guests scoring !90% on willingness to recommend) -
Disney’s own research has found that advocates - those scoring "90% are worth 4 times as much to
the company over their life than other guests.
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Hospitality Industry Net
Promoter Score - 12.4Unit Welcome Warmth Interest Confidence Pace Training Knowledge Value Recommend Average Personali ty Skil ls Reflections
1
2
3
4
5
6
7
8
9
10
11
1213
14
77.45% 73.02% 69.73% 74.85% 76.22% 76.46% 73.64% 75.46% 73.68% 74.13% 72.63% 75.44% 74.57%
80.00% 77.50% 82.50% 87.50% 82.50% 85.00% 90.00% 92.50% 97.50% 86.11% 81.88% 85.83% 95.00%
66.28% 68.02% 66.64% 73.10% 75.10% 77.70% 67.62% 70.90% 67.10% 70.48% 69.03% 73.47% 69.00%
78.89% 80.91% 83.64% 83.64% 83.64% 85.00% 83.64% 83.64% 82.27% 82.97% 82.12% 84.09% 82.95%
90.00% 70.00% 75.00% 75.00% 70.00% 90.00% 67.50% 67.50% 72.50% 75.28% 77.71% 75.83% 70.00%
75.95% 72.79% 72.31% 75.67% 78.17% 77.79% 75.77% 78.65% 74.62% 75.45% 73.21% 77.24% 76.63%
74.48% 76.57% 73.78% 78.74% 78.13% 79.86% 76.32% 78.71% 76.50% 77.08% 76.06% 78.10% 77.61%
69.43% 71.24% 68.94% 77.24% 79.73% 80.48% 74.76% 77.06% 73.76% 74.93% 72.01% 78.32% 75.41%
68.52% 70.21% 69.69% 75.46% 75.67% 75.15% 71.08% 75.67% 72.22% 72.71% 71.13% 73.97% 73.94%
77.11% 80.20% 78.24% 82.35% 80.98% 82.55% 79.02% 79.80% 81.37% 80.37% 79.95% 80.85% 80.59%
70.14% 68.69% 66.97% 75.25% 78.74% 75.86% 69.49% 77.27% 69.29% 72.38% 69.99% 74.70% 73.28%
84.07% 85.00% 82.65% 86.18% 78.53% 88.53% 87.94% 79.71% 81.76% 83.66% 84.29% 85.00% 80.74%75.33% 81.30% 83.48% 84.35% 83.04% 83.04% 80.87% 74.35% 86.52% 81.63% 81.92% 82.32% 80.43%
68.91% 70.00% 69.09% 74.24% 75.61% 74.09% 72.58% 80.76% 72.42% 73.23% 70.69% 74.09% 76.59%
In the example above only Unit 2 guests would act as advocates while in the case of Units 3 and 11 the
guests would leave su$ciently dissatisfied to act as detractors. Unit 2 guests would advocate and would
likely include the knowledge of the team and the value for money when recommending to colleagues or
friends.
The hospitality sector net promoter score (based on our “uninvited visits”) is 12.4
Definition: In every 100 guests there are only 12 more promoters than detractors. More guests are
ambivalent while 61% of guests would not be willing to recommend.
While this compares favourably with certain sectors of UK PLC such as Utilities @ -35 it is best put in
context by considering Apple 78.35 and Amazon 70.33 as reported by Satmetrix 17/2/2011
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Food & Drink Rating 78.45%
In the most recent 100
“uninvited
visits”
we
have
included the question:
Please rate the food and
drink
While the sector is
substantially below
the
90%
target on both experience and
F&B metrics guests rate the
food and drink more highly.
Better
at
delivering
goods
and
a long way from delivering
experiences.
70
75
80
%
Experience Food & Drink
Target
90%
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• The hospitality benchmark is 75.42% - 14.58% below the 90% target level.
Average is not competitive advantage.
• 13% of businesses act as sector assassins - creating “hospitality detractors”
• 30% of businesses could transform their business with focus. A shift of less than 10% in current performance levels is all that is required.
• Personality is the weakest performing area for the Hospitality Sector
• Welcome, Warmth, Interest and Knowledge are of most concern• All areas are well below the 90% target that is required to assure
recommendation
• Warmth is the most cited positive driver of recommendation
• Training scores best - What was the ROI on the £4,242m investment? A well
trained
team
does
not
of
itself
drive
guest
recommendation.
• The industry has a Net Promoter of 12.4 - another indication of guest ambivalence, unwillingness to recommend and competitive opportunity
Sector Headlines
22
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ConclusionsHaving excellent products or goods available is not enough.
Processing guests through your service system leaves future sales in jeopardy in
the face of better operators and social media.
The sector performance is average - the majority do not deliver experiences that
develop advocacy and growth
The sector is significantly below the 90% benchmark level which promotes growth.
The
sector
is
better
at
providing
food,
beverage
and
accommodation
goods.
The sector is better at systems and processes.
Without personality hospitality businesses are simply expensive vending
machines. Personality drives connection and feelings of warmth yet this remains
the weakest area.
“To deliver
better
and
learn
faster
than
your
competitors
is
the
only
truly
sustainable competitive advantage” M. Porter
Yet the majority are fighting on the battlefield of goods and e$ciency.
23
LET US DEVELOP YOUR COMPETITIVE
mailto:[email protected]
8/18/2019 Customer Experience Report
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LET US DEV ELOP YOUR COMPETITIVE
ADVANTAGE
WHAT YOU GET
A service dedicated to help provide you with the insight, intelligence and support to grow competitive
advantage. We will arrange independent mystery visitors who will appraise the experience against our
“fixed” benchmark questions as well as your 6 custom questions.
Each visit generates a PDF visit report - distributed to you by e mail within 48 hours of the visit.
Why we are different!No internal analysis is necessary as we provide you with a performance report after each wave of visits
comprising:
• Internal benchmarking - you against you as you expect of any mystery guest program
• Benchmarking your performance against the sector, sub sector and competitive set benchmarks
• Benchmarking your performance against the best of the best using our Eclectic Benchmark
• Net Promoter Score indicator and benchmarking
• Certification for sites who achieve 3 or 6 consecutive 90% visits
• Draft press releases produced for your circulation - as appropriate
• Best practice INSIGHTS & RECOMMENDATIONS to support improvement
• Social
media
highlighting
We will also be pleased to attend one team meeting per annum to help focus and motivate the team as
an external and independent voice. Additional sessions can be arranged but will be charged.
No Annual Contracts | No Set Up Fees | No Hidden Costs
24
I h d h i h i i d d f i l
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]
8/18/2019 Customer Experience Report
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COSTSOur costs are based on a per visit cost
of £95 plus VAT - this price is based on
our minimum requirement of one site
asking for three visits.The only other cost will be the amount agreed to
cover guest expenses - this is your choice and
can range from nil in the case of a telephone
enquiry
to
hundreds
of
pounds
if
a
5*
hotel
requires guests to stay and sample the
restaurant, bar and breakfast in the morning.
These are entirely your decision and you can be
as prescriptive as you wish - most restaurant
operators simply settle on - a meal for 2 capped
at £50 - or similar.
In our hands the right questions + independent professional
mystery guests produce pragmatic, operator centric intelligence
reports that drive focus & improved customer service and
advocacy.
Take15% offuntil 30th June 2011
Limited
OFFER
Flexibility
as
StandardYou decide the frequency:
For a single site operator insight based on 3 visits may be
su$cient and all that the budget can stretch to.
For larger organisations or collections of sites you may wish to
arrange weekly, monthly, bi-monthly or quarterly visits to develop
robust benchmarking data by site, by collection or brand.
Medium or larger PLC organisations; with one or multiple brands;
may decide that one or two visits per site over the course of the
year is appropriate - visiting & reporting on one brand or region
per quarter. Or simply ask that a quarter of all sites are visited and
benchmarked per quarter Your business your choice.
Focussing the team on what matters
Gather su$cient data to identify development opportunities
Acting upon the insights and recommendations
25
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P a r t 2
coming soon....• Food, Drink or Accommodation? Which sub sector is leading the way?
• The
value
of
a
receptionist
-
is
it
su$cient?
• The issues facing the pub industry
• Which accommodation competitive set is setting the bar for the rest?
• Unpicking the food led competitive sets
• Are co! ee shops doing a better job than fine dining?
• Fast Food or Casual Dining? Budget or 5*?
• Guest migration patterns
• Going out of business in blissful ignorance
• Avoid Developing Negative Emotions!
Delving into Sub
Sector & Competitive
Set Comparisons
26
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P a r t 3
coming soon....• Why some businesses prosper and others fail
• The genius of Steve Jobs
• Which businesses are setting the pace - the Eclectic Benchmark Contributors
• Case 1: Knowledge = confidence and growth
• Case 2: The power of personality and pace
• Case 3: Engaging guests drives promotion
• Case 4: Budget Hotels - Better than you imagined?
What can we
learn from the
best of the best?
Differentiated, better and prospering!