Étiquette : customer service

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Products and activities

Public Toilets: an essential but under-appreciated amenity

toilette-publique

While most people smile upon hearing them mentioned, public toilets are actually a serious topic, as they enable all human beings to fulfill that most basic human need: answering the call of nature. Some client groups – pregnant women, families with young children and people with special medical needs, for example – are more inconvenienced than others when restrooms are scarce to non-existent. With the growth of tourism in general, and the increase in family and senior travel in particular, demand for these amenities is growing.

Investment, and Image Enhancement

Countries with strong tourism growth have found just how crucial public toilets can be. Iceland, where international visitors have more than tripled in the last five years, reaching over 1.7 million in 2016, has realized that reviewing this basic service is an important priority. The government has invested over CAD$1M to build 15 toilets for tourists all around Iceland, primarily in areas outside the capital city.

An initiative of Thailand’s Tourism and Sports Ministry, the Clean Toilet Campaign was launched to ensure tourism operators provide clean and attractive restrooms in tourist attractions nationwide. The Ministry even launched a Clean Toilet Photo Contest (!), where people are encouraged to take selfies in the country’s clean toilets and share them on social media. The government has said the campaign is about enhancing the image of the country’s tourist attractions and, above all, of Thailand itself.

The Nice Toilet Program

Germany has come up with a sensible, affordable solution to the lack of public toilets. Rather than building and maintaining expensive public restrooms, about 230 cities are taking part in the Nette Toilette or Nice Toilet private program. It works like this: the cities pay a monthly fee ranging anywhere from €30 to €100 (CAD$33 to $110) to restaurants and cafés that display the Nette Toilet logo, complete with pictograms for additional services such as changing tables and wheelchair access. The logo lets passers-by in need know they can use the establishment’s toilet free of charge, without feeling obliged to buy anything. A map showing the location of Nette Toilette participating merchants is available in both paper format and online.

Nette-toilet-AllemagneSource: Nette Toilette

A Map of … Public Toilets?

Visitors to Australia can check out the National Public Toilet Map, (available on a government website and as an app) which includes over 16,000 publicly available toilets across the country. The Map also includes the Plan a Trip feature, enabling them to enter the start and end point of their journey and get a list of toilets along the way. Specific information is provided about each toilet on the map (or route), such as opening hours, if it is male, female or unisex, is wheelchair accessible, has showers, change tables, or safe drinking water, etc.

australia-toilette-map

Source: Department of Health, Australian Government

Toilets Worth Stopping For

They create a buzz because of their unique design or the view users can enjoy. Some are even attractions in their own right, as is the case for Lausanne’s transparent toilet. Inspired by the popularity of reality TV shows, the cubicle’s glass becomes opaque when the user pushes a button to lock the door.

toilette-transparente-suisse

Image: Glass Concept

Monica Bonvicini’s work, entitled Don’t Miss a Sec, is a toilet housed in a one-way, mirrored glass cube located on a busy London sidewalk, where the users are invisible but can see everything – and everyone! – around them.

toilette-publique-miroirSource: The Green Head

Two architect-designed restrooms (one for each gender), built with organically shaped pieces of wood, has put the tiny Colorado town of Minturn on the map. In homage to the town’s mining history, the wooden slats are designed to look like a mine entrance.

toilette-publique-designSource: Curbed Ski

The minimalist design of the toilets at Stegastein Viewpoint resembles the lookout platform itself, which provides a spectacular view of the Norwegian fjord. The same breathtaking view can be seen from inside the toilets, which jut out slightly over the cliff edge, creating a dramatic effect.

toilette-vue-fjord

Source: ArchDaily

Benefitting from Natural Processes

Chemical toilets are usually the go-to solution for large-scale events. The Australian company Natural Event provides waterless, odour-free, eco-friendly toilet solutions that use wood chips for on-site composting of toilet deposits.

toilette-festival-ecologique

Source: Natural Event

Québec-based Darcom Innovations also offers mobile “comfort stations” with a small ecological footprint. The toilets are built inside repurposed shipping containers and use coconut bark to recycle the wastewater.

toilette-conteneur-ecologique

Source: Darcom Innovations

It’s only natural that washrooms in Helsinki’s airport should have a nature-themed décor; after all, the outdoors is Finland’s country brand. But airport managers decided adding sound effects to the visuals would create a pleasant ambiance for users, so they pipe in birdsong. Audio experts claim that birdsong is both relaxing and reassuring, and makes it easier for people to focus. The following short video provides a preview:

The All-Important Public Toilet

A simple visit to the humble toilet can provide a positive experience that can improve a traveller’s stay. Some toilets are even listed on TripAdvisor. Others, such as the astonishingly luxurious toilet in a Philippine gas station, have gone around the world on YouTube after a video was posted there by a delighted traveller. Lonely Planet has jumped on the bandwagon, publishing Toilets: A Spotter’s Guide that focuses exclusively on “lavish lavatories and outstanding outhouses”. As tourism organizations leverage their products and attractions, they must be careful not to neglect basic services.

 

Image à la une: Pixabay

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Ailleurs dans le monde @en Marketing @en

How to create a personalized guest experience

Personnaliser_vin_chocolat_jazz

They may be working with standardized products, but major hotel chains are making an effort to personalize the guest experience. To do so, they are leveraging big data generated by traffic on their Websites and social media accounts, as well as their direct communications with customers. Furthermore, this approach is absolutely available to independent hotels as well. Here is an overview of some best practices for hotels, proposed by marketing firm Cendyn.

 

Pre-arrival: Lay the groundwork

It requires little effort to send personalized reservation confirmation emails. These messages must be short, address customers by name, indicate the booking dates, and include a few words affirming that the customers are expected. This sets the stage for a personalized experience and raises the guests’ level of enthusiasm.

Hoteliers can follow this with another email a few weeks before the scheduled arrival date, to help customers plan their stay. This message could include:

  • links to activities or services (restaurants or a spa, for example) either on-site or in the area, as well as the option to reserve;
  • an opportunity to upgrade the room;
  • detailed special information like an extra bed or any allergies;
  • a short survey to determine the traveller profile, interests and purpose of visit.

For example, here is part of the pre-arrival survey used by the Four Seasons Resort in Scottsdale, Arizona.

Personnaliser_questionnaire_Profil_client_FourSeason

Source: Four Seasons

Several days before arrival, hoteliers can send a third email highlighting:

  • reservation details (room, restaurant, spa, etc.);
  • an overview of any events occurring on-site during the stay;
  • the weather forecast.

Take advantage of these opportunities to showcase your products and thus increase revenues. Remember, most email is read on mobile devices, so make sure your content is easy to read on a small screen.

A virtual concierge

In lieu of administering a pre-arrival survey, the Virgin Hotels chain lets customers share their preferences on the Lucy app. With this virtual concierge, users can indicate their ideal overnight room temperature, the number of extra pillows required and whether they are a foodie, for example. The hotel can thus adjust the thermostat at night and notify the customer if there is a gourmet event like a public market in the area.

Concierge_virtuel_Virgins_hotels

During the stay: Take action!

Once you have gathered information about customer preferences, the tone is set and expectations are high. It is now time to follow through at the operational level. Staff on duty must be informed about customers, before they arrive.

A daily meeting

Every morning, front desk staff can meet to review the files of all the customers arriving that day, or at least the VIPs, in the case of larger establishments. These files should provide the following information:

  • customer name and any special information noted from the pre-arrival survey and prior email exchanges;
  • number and frequency of past visits;
  • products and services consumed during previous stays.

This will ensure that employees are properly prepared to offer a personalized welcome to each and every customer.

Digital communications

After customers have checked in (at the front desk or virtually), the hotel can send a welcome email or text message, depending on their preferred method of communication. This should be short and sweet, reiterating that the staff are at their disposal. During the stay, the hotel can send other targeted messages—but not too many!—that can encourage spending. For example, a microbrew fan could be offered a complimentary drink. The guest will feel special and may order a meal or another drink.

Post-stay: Capitalize on the experience

Hotels must now send post-stay emails to thank customers for their business and invite them to post a comment on an online review site and answer a short customer satisfaction survey. In addition to doing this necessary follow-up, hoteliers must add any information about the establishment reported by customers to their file; this includes posts shared on social media. These data can be used to personalize a future stay, as well as strengthen customer-hotel relationships.

For example, having noted that a yoga enthusiast had published a photo of herself on Instagram during her stay at a Kimpton Hotel Group property, the company sent her a new yoga mat at home.

To cultivate the relationship, hoteliers can send customers birthday wishes, invitations to join their loyalty program or information about upcoming events that correspond to their profile. Don’t over-use promotional messages, but do send exclusive discounts and unique products before they are widely advertised.

Personalize to enhance one’s reputation

Personalized services lead to customer satisfaction and foster loyalty. Satisfied customers will tell their friends and families, as well as spread the word on social media and online review sites. It is in the best interest of hoteliers to develop strategies for gathering and effectively using data about their customers to develop a mutually beneficial relationship.

Image on first page: Pixabay

 

Catégories
etourism and technology

Use instant messaging to provide top-notch customer experience

What is it?

An improved version of cell phone text messaging, instant messaging services – such as WhatsApp, Facebook Messenger, WeChat and Snapchat – are mobile applications that enable real-time communication. In addition to live chat with their contacts, users can send emoticons and stickers, share files and location, start a group chat and make video calls.

Whatsapp

Source: iTunes

Among the main apps currently available, the only one so far with a tourism application is Slack, a tool designed to enable corporate team members to communicate with one another. Recently, through a partnership with online travel communities NomadList and Travel Noire, the tool was used to form two travel chat communities, #nomads and #TNdistrict (also the chat hashtags), whose members help each by sharing information about destinations.

Slack_nomads

Source: #nomads

How Big is the Market?

The most popular, WhatsApp, was acquired by Facebook two years ago, as of February 2016, it has one billion monthly active users.

Four of the five most widely used social networks in the world are instant messaging apps. The most popular, WhatsApp, was acquired by Facebook two years ago, as of February 2016, it has one billion monthly active users. It is followed by Chinese app QQ Mobile (860 million users) and Facebook Messenger (800 million users). Search giant Google announced last December that it plans to launch a similar application. Apparently, it will include an automated virtual assistant, or chatbot, that will quickly respond to certain user questions.

According to industry intelligence platform Skift, the current era (dubbed the Post-App Economy) is a result of the rapid growth of instant messaging. Skift predicts that brands and businesses will take over applications that offer the most opportunities for real-time interaction with consumers. The information in the following table is by no means final and may well change in the near future.

graph messaging

eMarketer claims that 75% of cell phone users worldwide used a mobile messaging app at least once a month during 2015 . The firm also estimates that 13.4 billion Canadians used these apps in 2015, up 40% over last year. Facebook Messenger was the most commonly used app in Canada and the U.S., used by 22.6% and 17.3% of Internet users respectively in July 2015.

The Tourism Industry Jumps on the Bandwagon

Some tourism-related businesses have invested in this new communication platform and are finding new uses for it. WeChat is widely used by China’s tourism industry, and Air France also has an account to answer customers’ travel questions. China Southern Airline uses the app to offer an online check-in service, Shangri-La Hotels offer a price comparison search function on it, and readers can access the comments made by Marriott hotel chain customers on its WeChat account.

Others have used it as a model to create innovative personal assistant tools that resemble a concierge service:

  • Online travel agency Kayak offers a text messaging service called KAYAK Snap, only available in the United States, that helps users create the perfect trip;
  • Users of the Hyper Travel app can chat with an experienced travel agent to plan and reserve trips and receive assistance once they arrive.
  • Last year, HotelTonight launched Aces, an in-app chat feature that connects customers with a team of advisors for access to local tips and recommendations, plus help with hotel bookings through text messaging and online chat. A certain number of automated responses are sent in answer to FAQs.

  • Joie de Vivre and Thompson Hotels have integrated CheckMate into their app. All conversations, whether via text, email or on the hotel’s app, are centralized by hotel for every stage of the customer’s trip. From their cell phone, customers can request a room upgrade, find out when their room is ready, order room service, make restaurant reservations or ask a valet to bring their car.

Checkmate_hotel

Source: Skift

Improved Customer Relations

All interactions between the customer and the company’s various stakeholders

For tourism-related businesses, these mobile apps provide a way to improve their customer service by adopting an omni-channel approach. In Checkmate’s case, all interactions between the customer and the company’s various stakeholders appear in a single, shared Inbox, allowing staff members to more easily follow up on customer requests. This promotes a consistent and seamless experience, in which the brand speaks with a single, unified voice.

In the past five years, the growth in instant messaging apps has outstripped that of social media platforms. Indeed, Skift has called them one of the Megatrends Defining Travel in 2016, saying that tourism companies need to jump onboard. Customers are sure to make ever-greater use of messaging services because these apps meet all their needs. Not only can they book their trip on them, they can chat with the tourism company and their family and friends while they are away.

What about you? Do you think that instant messaging is the future of online communication?

 

Source of the header image: © pexels

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Ailleurs dans le monde @en etourism and technology

Evaluating the Quality of Digital Hospitality

Destinations the world over must adapt their practices to the changing behaviours of their clients with ever-evolving technological needs. A study done by TCI Research shows that traveller satisfaction with the quality of digital hospitality is at the level of “acceptable,” but just barely. Will destinations be ready to properly meet client expectations in 2013?

This analysis is based on the data gathered by the worldwide TRAVELSAT Competitive Index survey, conducted by the Belgian firm TCI Research, measuring the competitiveness of destinations based on the experiences of nearly 30,000 tourists from more than 30 countries. They were polled in 2011 and 2012 on 80 indexes (see complete list at http://tci-research.com/travelsat-list-indexes/). Of those, only the index concerning digital hospitality will be examined here. Survey respondents were asked to evaluate their impressions of the availability, accessibility, and quality of the content and services offered via various mobile devices.

On-site Internet hospitality

The concept of Internet hospitality at the destination (related reading: Internet de séjour : « Bonjour, que nous suggérez-vous aujourd’hui? ») is increasingly transforming the notion of offering hospitality to a client base that makes massive use of smart phones and e-tablets. Listed among the 13 trends of 2013 in the January Gueuleton touristique, organized by the Transat Chair in Tourism of UQAM’s ESG, in cooperation with Tourisme Montréal, on-site Internet hospitality creates numerous challenges for tourism offices and other organizations involved in providing hospitality to guests and tourists.

How do we evaluate the quality of digital hospitality around the world? Do digital services offered to visitors meet expectations? The TRAVELSAT survey finds that overall, the satisfaction index with the quality of digital hospitality stands at just barely over 100 – indicating that it is acceptable, but does not always exceed expectations (see the five index levels in Table 1).

Qualite_accueil_anglais_tableau1

Note: This rating is indicative only (the progress from one level to the next being gradual) and does not apply to criteria of satisfaction relating to prices, which by their very nature find less favour with clients.

Level of satisfaction according to various criteria

Generation Y travellers (ages 25 to 34) seem slightly more satisfied with digital hospitality than those of other age groups (see Graph 1). When travellers in general spend between 4 and 7 nights at their destination, their needs are clearly met more fully (130) than those who stay between 1 and 3 nights (93) and 8 nights or more (111).

Qualite_accueil_anglais_graphique1

Newlyweds on their honeymoon, shopping enthusiasts, and business travellers (MICE) express the highest level of satisfaction with digital hospitality (see Graph 2). Their experience even exceeds their expectations. At the other end of the spectrum, people whose stay is built around religious tourism often expressed the strongest dissatisfaction of all groups represented.

Qualite_accueil_anglais_graphique2

Survey respondents were especially satisfied with the digital hospitality in New Zealand, Australia, the United States and Canada (see Graph 3). These countries offer an experience that is more competitive than most European destinations. Travellers who visited Latin America mentioned, among other aspects, issues with consistency of quality, which explains the low satisfaction index.

Qualite_accueil_anglais_graphique3

Note: For clarification of destination composition, see Table 2.

Qualite_accueil_anglais_tableau2

Individuals from the BRIC countries – Brazil, Russia, India and China – are those who most appreciated the digital hospitality they experienced during their trips (see Graph 4). We can surmise that technology devices are an effective way to overcome communication issues and that they can facilitate the initiation to a new destination. On the other hand, the expectations of Europeans were not completely met, which translates into less positive feedback.

Qualite_accueil_anglais_graphique4

In terms of satisfaction with digital hospitality relating to the principal activities practiced by visitors, we do not see a wide variation in the indexes (see Graph 5); the majority of travellers find it acceptable. We notice that satisfaction levels rise when it comes to the specific character of the segment under study (golf, theatre, sporting event, etc.); destinations could easily justify focusing their content on activities which motivate travellers to visit.

Qualite_accueil_anglais_graphique5

Influencers (or trend-setters) on the web, who are very active in social media, report a higher level of satisfaction than other client segments (see Graph 6). Better equipped and informed than the average, this group of individuals knows how to make the most of available applications once they’re at their destination.

Qualite_accueil_anglais_graphique6

When we see how enthusiastically the more seasoned travellers (influencers on the web) embrace technology, we can ask ourselves about the correlation between level of knowledge and interest and level of satisfaction with digital hospitality. Being accustomed to services offered on the web, many influencers will even choose certain applications and digital services before arriving at their destination, which allows them to make more use and to better appreciate their devices upon arrival.

Tourism organizations and travellers alike are in the process of adapting to new technologies. The learning curve and the use of online tools are not the same for everyone, which is why we find ourselves in a transition period where a balance must be found between the services offered digitally and those provided personally by the industry’s players.

Sources:

–Transat Chair in Tourism, UQAM ESG and Tourisme Montréal. Gueuleton touristique, « Les 13 tendances de l’industrie touristique pour 2013».

– TCI Research. TRAVELSAT Competitive Index, 2011-2012.

 

Comment – Olivier Henry-Biabaud

The study simply reminds us that the appeal of technology is one thing, but the relevance of content is another. We still have a good way to go before the two can converge. What good is it for smart phones to have a myriad of apps from all sorts of operators within easy reach if what you really need at a crucial time is not available? Some apps are intriguing; some enable you to scan the exterior façade of a hotel to know if rooms are available. But how many tourists look for accommodations after arriving at their destination? The digital age is profoundly changing the way tourists plan their trips and live the travel experience, but we are yet again reminded that the actual experience is the sum total of hundreds of tangible and intangible points of contact (material, commercial, human and digital) that are all occasions for a destination to score points with visitors.

In the future, the most competitive destinations will likely be those that manage to strike the seamless balance of human and digital hospitality, to enrich the experience of the visit without virtualizing it, and to offer applications that are consistent throughout the visitor’s stay. Infomediation is an enormous challenge for destination management organizations (DMOs), which must strive to guide their visitors through this “jungle” before and during the stay.

Olivier Henry-Biabaud – TCI Research
Olivier_Henry_BiabaudOlivier Henry-Biabaud founded TCI Research in 2010. With a Master’s degree in Marketing Strategy (Paris Dauphine University, Sciences-Po Paris), he has 20 years of experience in international market research with global companies (TNS, Ipsos) in senior operational and management positions based in various locations. A specialist in international travelers’ opinion, he has been in charge of large-scale research programs measuring traveler satisfaction and destination competitiveness for over 50 countries, regions, cities and international tourism organizations. He is a regular speaker in international forums about tourism competitiveness, a member of the UNTWO Panel of Tourism Experts and its Knowledge Network, and a board member of the TTRA – Tourism and Travel Research Association (Europe Chapter).Website: www.tci-research.com
Catégories
etourism and technology

Search, User Generated Content and Online Booking

There are 2,3 billions internet users in the world with significant penetration ratios in countries all over the world(5). Recently, User-Generated Content (UGC) has been considered as one of the most important sources of information influencing tourists’ choices. Despite this, few studies have focused on examining cross- visitation, that is referral and conversion traffic from UGC to other key online and offline information sources. Further, little research has focussed on analysing when consumers use UGC along with their information-search and the related cross-visitation.

Some empirical data

UGC plays a relevant role along with all the online searching and booking behaviour of tourists, particularly UGC within third-parties websites. Referring to the so called “billboard effect”, recent research showed that consumers’ decision making often starts by looking at Online Travel Agencies (1,2,4), whose posts of reviews and comments clearly influence tourists choices and online booking(3). Analyzing 1,720 reservations for InterContinental Hotel Brands, a study reported that almost 75% of consumers who booked through the official website of Intercontinental had visited an OTA prior to making the reservation, with nearly 83% performing a search on Google, Yahoo or Bing and two-thirds performing both a search and an OTA visit (2). Further, cross-visits by OTA shoppers to Facebook exceeded seven in 10 whereas cross-citation with Twitter was found to be at around 25% for both OTA and hotel web site buyers (6).

The when consumers use UGC: the Italian tourists’ behavior

Recently, an empirical study was carried out on a sample of 623 Italian tourists to analyze the when consumers use UGC along with their information-search and the related cross-visitation (4). The final open-ended question asked participants to fully describe the way they usually search for information when making hotel reservations. Their open answers were manually coded considering the sequence by which each category of information (both online or offline) were cited (that is step 1, step 2, etc). It was then possible to calculate the frequencies by which the different sources were found to be used along with the respondents’ information-search.

Table 1 shows in which stage each information source is used by respondents to make their hotel booking.

Table 1 – The online information-search: what information sources do tourists use? (%)

The majority of respondents stated that they start their online booking by using OTAs (45.6%) or search engines (23,2%). 14.5% of them reported referring to tourism-related social networks (such as TripAdvisor, Zoover, etc) in the early stage of their search-information process. Furthermore, Table 2 shows that tourists sometimes finalize their booking via traditional travel agencies or via direct contact with hotel (phone call or email).

Further insights on tourists’ booking behaviour can be obtained by concentrating our attention on what happens once tourists start a search via OTAs and search engines, the information sources that appear to influence the early stage of the search the most.

As shown in Figure 1, 23.2% of respondents start their search through search engines and then visit the hotel’s own website (37.2%), or OTAs (24.6%) or tourism-related social network (8.7%).

Figure 1 – Online booking starting with search engines: how do tourists search for information?

Source: Del Chiappa(4)

22.6% of those visiting the hotel website at the second step of their search, proceed in the next step via phone call or email (19.4) or visiting an OTAs to search for comments and reviews and/or to look for more convenient rates (22.6%). There is also a 12.9% of tourists who continue to look for other UGC in tourism-related social networks. 24.6% of those visiting OTAs at the second step, proceed to visit the official websites (50%), other tourism related social networks (19.2%) or make a phone call to the hotel (11.5%).

Figure 2 – Online booking starting with OTAs: how do tourists search for information?

Source: Del Chiappa(4)

According to Figure 2, 45.6% of respondents start their research through OTAs and proceed to visit the hotel’s website (55.2%) or other travel 2.0 application, that is tourism related social networks (19.7%). Then, 69,4% of those visiting hotel websites at the second step of their search, proceed via email (36.5%), phone call (32.9%) or other tourism-related social network (12.9%). 17.9% of those visiting tourism-related social networks at the second step, then visit the hotels’ website (72.7%), or place a phone call (9.1%) or visit photo sharing websites (3%).

Managerial implications and suggestions

Better knowledge on how information is acquired, enables marketers to better influence tourists’ buying decisions. The aforementioned research suggests that hotel marketers should monitor their brand reputation over the internet and should pay particular attention to UGC uploaded onto On line Travel Agencies, considering that it is by looking at ratings/ comments within these websites that consumers’ may decide to include or exclude a given hotel from their potential set of choices. Tourists would then be able to consider the hotel as they proceed in their information search using all the other information sources. Further, findings suggest that hotel marketers should adopt a multichannel communication and distribution strategy (on-line and off-line) to influence tourist choices and should manage their internet strategies (parity rate, effective booking engine, call-to-action, etc) and their customer service in order to convert as much traffic generated by OTAs (and other Travel 2.0 applications).

 

References

(1) _ Anderson, C. K. (2009). The Billboard Effect: Online Travel Agent Impact on Non-OTA Reservation Volume. CHR Report. The Center for Hospitality Research at Cornell University, 9(16).

(2) _ Anderson, C. K. (2011). Search, OTAs, and Online Booking: An Expanded Analysis of the Billboard Effect. CHR Report. The Center for Hospitality Research at Cornell University, 11(8).

(3) _ Del Chiappa, G. (2011). Trustworthiness of Travel 2.0 applications and their influence on tourist behaviour: an empirical investigation in Italy. In R. Law, M. Fuchs and F. Ricci (Eds.), Information and Communication Technologies in Tourism 2011, 343-353. Vienna, Austria: Springer.

(4) _ Del Chiappa, G. (2012). User Generated Content and its influence on tourists’ choices: how do tourists make hotel reservations online? Turistica, Special Issue “Content Personalization and Multimedia Marketing for Destinations and Tourism Business, 1, pp. 39-50. Paper presented at Modern Hospitality and Tourism Development Conference, Università di Allameh Tabataba’i di Teheran.

(5) _ Internet Word Stats. (2011). Top 20 countries with the highest number of internet users. Accessed online (August 31, 2011) at http://www.internetworldstats.com/top20.htm.

(6) _ PhoCusWright. (2011). Social Media in Travel 2011: Traffic, Activitiy & Sentiment.

 

Giacomo Del Chiappa – Assistant Professor in Marketing, Faculty of Economics, University of Sassari
Giacomo Del Chiappa received a Ph.D in “Marketing and Business Administration” at the Faculty of Economics of the University of Milan-Bicocca. He was Visiting Scholar at the University of Melbourne (Australia). He is Assistant Professor in Marketing at the University of Sassari, Faculty of Economics. He teaches in the areas of “Tourism Management and Marketing” and “Destination Management” for the Degree in Tourism Marketing and Management, based in Olbia (Sardinia). He is a member of the editorial board of the journal “Tourism Analysis” and referee for international journals. His research topics are related to destination governance and branding, convention site selection criteria and meeting industry and, finally, consumer behavior in tourism. In this latter field his studies are concentrated on responsible tourism, on web 2.0 in the hospitality sector and, finally, on community-based tourism. Fields of expertise:

  • Destination governance and branding
  • Convention site selection criteria and meeting industry
  • Consumer behavior

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Customer segments Products and activities

More to luxury travel than meets the eye

The transition from an emphasis on the tangible to a focus on the emotional is changing the face of luxury travel. Products are evolving to include uniqueness, eccentricity and exclusivity in the travel experience. In the luxury market, authenticity is key and providers have to keep things fresh.

Without doubt, today’s luxury consumers are increasingly diversified and their behaviour has changed over time. Travel industry insiders now talk about traditional luxury versus new luxury: the former is associated with five-star hotels, posh resorts and high prices, and the latter, while still expensive, is the anti-thesis of material consumption and the desire to possess costly objects. Focused on emotions and experience, it has more to do with the manner in which one consumes luxury items.

Luxury means…

  • a spacious hotel suite, a room with a view, a penthouse, a limousine
  • an upscale brand, a place where the staff knows your name

But it also means…

  • time, space, silence, privacy
  • an emotional experience
  • getting away from daily concerns and the complexity of the world at large to a place where everything is simple and easy
  • something original, out of the ordinary, and above all…
  • exclusivity!

A diversity of experiences, from the eccentric to the unique

A luxury traveller can rent a fifty-room castle in the Scottish Highlands for a family reunion or charter a fully crewed yacht for a honeymoon in the Mediterranean. He can practice an extreme sport and look forward to a butler and spa services at the end of the day. Interested in personal development, she can learn photography, sailing, join an archaeological dig or cook with a famous chef. Consumers are pushing the envelope in their quest for what is new and exclusive. Established standards are falling by the wayside; more and more, luxury clientele want to be where the action is and optimize the self-fulfilment aspect of their experience.

The upscale travel site www.thebluefish.com offers clients the chance to become a fighter pilot for a day (Top Gun Challenge), fly over the Himalayas and see the summit of Mt. Everest, take part in a high-performance boat race from Miami to Key Largo (Poker Run), take a private jet to an exclusive golf and safari experience in South Africa, and more.

Conversely, luxury travel can also cater to a completely different set of needs: relaxation, privacy, a focus on health, personal pampering and an opportunity to experience renewal. These other needs mean that companies operating in the luxury niche have to offer a wider variety of more sophisticated products – from spas to spiritualism and from mud wraps to meditation.

At the same time, there is the desire among luxury consumers for ownership – even partial – of something like a villa, yacht or condominium on board a cruise ship. There is also the « small is beautiful » concept, where guests seek the privacy of a residence club or the ambience of a small hotel to fulfil their desire for intimacy.

Many destinations that are still considered exotic, such as South America (with Brazil at the top of the list), the Baltic states, Africa, China, the Middle East, Asia and the Pacific Rim, are attracting new customers, while established urban and resort destinations (London, Paris, Tuscany and the Côte d’Azur) are holding their own.

Soul and style now the signature of the hotel industry

Prestigious institutions in the world of luxury accommodation have recently created chains. For example, the Crillon luxury banner has the celebrated Hotel de Crillon in Paris as its flagship, while the Waldorf-Astoria has given rise to the new Waldorf-Astoria Collection. Another new chain, Capella Hotels & Resorts, has been launched under the direction of Horst Schulze, the man behind the recent success of the Ritz-Carlton.

For the past several years, celebrated architects and icons from the world of fashion and design have been developing hotels stamped with their signature style (there are hotels named Armani, Bulgari and Versace, and each of the 11 floors of the Hotel Puerta America in Madrid was designed by a famous architect). Bathrooms are getting bigger and more lavish. Many hotels are taking on local accents by using materials and décor that reflect the culture of the host country.

Customized and « tailor-made » solutions are now the order of the day. The size of a hotel is becoming a distinguishing factor because it is still quite difficult to deliver quality, personalized service in an establishment with over one hundred rooms. Long-established luxury hotels must shake off the dust if they want to attract Gen Xers (25-40 year-olds), a growing customer segment. In fact, the reputations and austerity of such hotels tend to intimidate these young consumers who are looking for a more modern image and the ease afforded by high-tech amenities.

Spa products very popular

Neil Jacobs, senior vice president-operations, Asia-Pacific, for Four Seasons Hotels, stresses that spas are now a given, just like restaurants and meeting space. Spas have become a deciding factor when selecting a place to stay. Although still in their infancy, destination spas are experiencing tremendous growth. Spas come in various forms: eco-spas, thalassotherapy spas, medi-spas, urban spas and ayurvedic spas (employing traditional Indian folk medicine), to name a few. The privacy afforded by spas, the service focus of these resorts, experienced therapists, authenticity, elegance, refinement and excellent cuisine (famous chefs) are all elements of a luxury experience.

Airline services taking off in all directions

The inconveniences of air travel (crowded airports, restrictive security measures, waiting times, deteriorating service, delays, etc.) discourage most passengers. To avoid these problems, to make every minute count, and to enjoy point-to-point travel with no transfers, many wealthy travellers are turning to various alternatives.

Air taxi services are becoming more common (e.g. Boston-Newark), offering competitive fares and reducing the delays associated with traditional airlines. A helicopter service (US Helicopter) now takes passengers between downtown Manhattan and Kennedy Airport in only eight minutes for US$160.

Rental, charter, co-ownership and ownership of jets are just some of the other options explored by wealthy customers. Growing demand has made the process easier and chartering a jet is becoming as easy as renting a car. The very latest service innovation is the membership card (which requires a large deposit) that enables the holder to subscribe for prepaid charter time at a lower hourly rate.

The new A380 airplane is redefining the notion of luxury service. Its interior can be configured to offer a bar, office, casino, gym, lounge, private sleeping area, open area so passengers can stretch their legs and, the height of luxury, showers! However, water for showers remains problematic because of the weight.

If you are in the business of luxury, it’s got to be real!

In this market segment, the « best » is standard. Although high prices remain a given, they are not the only mark of a luxury product. A number of words contribute to the perception of value: exclusivity, reputation, brand integrity, experience. The « take-care-of-me » attitude of this clientele, the desire for personalization and recognition of one’s standing all require flawless service and flexibility. Moreover, a personal butler for each guest is becoming the norm in the highest luxury bracket.

Although the luxury travel industry is booming, it is worth noting that the life cycle of a luxury product is relatively short and the concept of quality is no longer so narrowly defined. Company executives are feeling market pressure to create more diversified, authentic and unique experiences. Companies must constantly: refresh their products and embrace innovative concepts; update their products to keep them timely, modern and current; adapt products for every customer so that clients enjoy a personalized experience; and recruit exceptional staff who can deliver on the experience.

However, there is an industry trend towards one-upmanship that should be avoided. Is it necessary to offer a choice of 18 different pillows in every room? Does bottled water have to be served by a sommelier? Should customers be able to select from among 12 different pens simply to sign a restaurant bill? If a company is known for impeccable quality, customers should have total trust in the brand.

As clients in this sector become increasingly demanding, customer relations management is key to building loyalty. For this reason, providers must emphasize service quality, attention to detail (like a hand-written note) and extend their efforts both before and after the customer’s stay.

Sources:
– HotelMarketing.com. « Survey: 2006 Consumer Trends in Affluence & Luxury, » June 23, 2006.
– Smith Travel Research. « Experts Discuss Future Of Luxury Travel, » June 26, 2006.
– Travel Weekly, special issue « 2006 Consumer Trends in Affluence & Luxury, June 14, 2006:
– Chipkin, Harvey. « Hotels Indulge the ‘Give Me More’ Generation. »
– Chipkin, Harvey. « Spa-centric Hotels Part of an Evolving Trend. »
– Gebhart, Fred. « Private Jet Travel Taking Off in All Directions. »
– McDonald, Michele. « Airbus’ A380 To Send Luxury Transport Soaring. »
– Weiner Escalera, Karen. « Luxury Travel Now… And What’s Next, » [Hotel-Online.com], October 2005.
– Weiner Escalera, Karen. « Luxury Travel Now And What’s Next for 2006, » [Hotel-Online.com], March 2006.
– Weiner Escalera, Karen. « Luxury Travel Now And What’s Next III, » Smith Travel Research, May 2006.

Catégories
Human resources Management

Mobilize your staff to surpass customer expectations!

In today’s very competitive marketplace, many tourism-based organizations would like to differentiate themselves by trying to provide service that surpasses customer expectations. If they are to succeed, these businesses must first mobilize their human resources to offer customers superior service quality and a distinctive experience.

With customer service now the cornerstone of a value-based, rather than cost-based, approach, managers of tourism-based businesses must successfully mobilize their staff to afford visitors a quality experience. Mobilizing staff can also help improve job satisfaction – and satisfied employees offer superior quality service!

Managers wishing to mobilize their employees can choose from various human resource management approaches: staff involvement, participatory management and employee empowerment are some of the most common. The Quebec tourism industry offers the following definitions – and concrete examples – of each approach:

Involvement: Rules, procedures and activities to help employees better understand the organization and its issues so they can support and contribute to the achievement of its goals.

An example of this management approach is the use of staff memos and meetings to communicate the company’s position, performance, challenges, specific objectives and action plans. By increasing employee awareness, management helps employees understand their role or function within the organization; this, in turn, helps create or strengthen their sense of usefulness and belonging.

Participation: Rules, procedures and activities used to offer employees opportunities to influence or take part in organizational decisions – at least those that affect them directly. Typical of this type of approach are staff committees, suggestion boxes, employee surveys, etc.

In Quebec, for example, the Novotel Montréal Centre has made this method part of its recruitment process. Regardless of the position to be filled, three staff levels are involved in hiring interviews:

  • the head of the department involved: to verify the candidate’s technical skills
  • the hotel manager: to verify the candidate’s attitude
  • an employee occupying the same position (to verify the candidate’s attitude and skills)

To be hired, candidates must receive positive evaluations from all three interviewers. The goal is to ensure low staff turnover and it seems to be working: staff turnover at the Novotel Montréal Centre is only 19% compared to Montreal’s hotel industry average of 49%. Furthermore, employees have also developed a strong sense of company pride and allegiance.

Empowerment: Rules, procedures and activities used to give employees greater latitude by granting them discretionary power in their jobs so they can better achieve corporate goals. In terms of customer service, the concept of empowerment is most often employed to help resolve problems experienced by customers.

For example, at Parc Safari in Hemmingford, all employees – regardless of their position in the organization – have the power to offer guests (customers) who are dissatisfied with some aspect of their stay a free pass for a return visit to the park.

At the Hilton Lac-Leamy in Gatineau, the concept of « dream service » allows hotel employees to pamper guests with certain rewards (a free drink, for example) without having to obtain authorization from management. The approach has been so successful, it has been extended to the entire Lac-Leamy complex (hotel, casino, casino theatre and convention centre).

Satisfaction and loyalty

According to a recent study by Maritz Research, and contrary to what some in the hotel industry may believe, the pro-active approach of surpassing customer expectations is more effective at encouraging customer satisfaction and loyalty than the problem-solving approach. In fact, customers who enjoy a problem-free experience that exceeds their expectations are more likely to come back, or refer the company to a friend, than are customers who encounter a problem during their stay, even if the problem is solved more effectively than the customer expects.

Further, professors Anthony J. Zahorak and Roland T. Rust of Vanderbilt University in Nashville recently conducted a study on customer satisfaction showing that 25% to 40% of so-called « satisfied » consumers would still not return to a business where they had enjoyed an experience that was merely satisfactory.

This surprising piece of information illustrates that today’s businesses cannot survive if they simply aim for customer satisfaction. Certain well-informed and experienced market segments are curious and increasingly demanding, which means managers must now identify new ways to surprise and attract customers.

Shep Hyken, a professional speaker and author in the US, has an interesting suggestion for businesses: create « demanding customers. » By setting a high standard of service, a business helps create demanding consumers. If such customers decide to do business with a competitor, they will expect the same service quality they have become accustomed to; the higher the bar, the harder it is for consumers to find another business able to satisfy their needs and the more likely they are to remain loyal!

« It is the service we are NOT OBLIGED to give that people VALUE the most! »

– James C. Penny –

Sources:
– Conseil québécois des ressources humaines en tourisme and Tourisme Montréal. « Recherche et analyse de bonnes pratiques en ressources humaines – Destinations métropolitaines en Amérique du Nord, » April 2005.
– Hyken, Shep. » Building Customer Loyalty, » [www.hyken.com], no date.
– McGunnigle, Peter.  » Resource Guide to Employee Empowerment, » Hospitality, Leisure, Sport and Tourism Network [www.hlst.heacademy.ac.uk], no date.
– Orilio, William. « SERVICE – Boy, do customers know it! » e-hotelier [www.ehotelier.com], December 2, 2004.

Catégories
Management Trends

Defining a tourist experience

What exactly is a « tourist experience »? The concept is both vast and abstract. Does it refer to that special something that travellers talk about upon returning home? Is it what makes people select your destination above others in a very competitive market? We need to establish just what it is that makes our product stand out.

A mix of many things

Much has been written about the concept of experience: definitions, models, aspects, characteristics, experiential grids, methods, etc. Webster's Dictionary defines an experience as « something personally encountered, undergone, or lived through, » but experience also means engaging the senses and creating long-lasting memories.

Pine and Gilmore have written a book on the subject entitled The Experience Economy. According to these authors, creating an « experience » means making one's service or product more theatrical, so that employees become actors, customers are guests and the site becomes a stage. Hoteliers, tour operators and attraction managers trade in their roles as service providers and become artistic directors. Disney applies this model to its theme parks. A true tourist experience must amaze and astonish:

  • it must create a lasting memory
  • it must differentiate one's product from the competition
  • it must involve innovation
  • it must be highly unique

According to the London School of Business, « In today's environment of ever more sophisticated consumers, those who deliver memorable customer experiences consistently create superior value and competitive advantage. »

The product of many ideas

Today's travellers want to learn, discover and undergo unique experiences. They are looking for something interactive. They want to know how other people live, go behind the scenes and visit places that tourists do not usually see. An experience can be triggered by anything from one small detail to an overall concept:

  • In a restaurant, for example, it could be the package of cookies provided at the end of a quick pre-theatre dinner, the disposable camera for snapping pictures of a birthday celebration or a scarf for a customer who is cold.
  • In an aquarium, it could be the touching pool that enables visitors to handle marine life and the staff biologist who explains the life cycle of the species present.
  • In the case of a travel group attending a play, it could be a post-performance meet-and-greet with the actors.
  • For a tour of an historic site, it could be getting visitors actively involved; to experiencethe everyday life of past generations, visitors could wear their clothes, engage in their activities and eat like they did.

The sum of many details

To provide a true experience, one must not improvise. Extensive planning and effort are required. One must:

  • have a good deal of energy and creativity, know how to innovate and think of things to amaze and surprise,
  • carefully orchestrate every step of the experience, from the visitor's initial contact (advertising, telephone service, Website, etc.) to when the visitor goes home and even beyond (post-visit thank-you or souvenir, a certificate of participation, a CD-ROM of slides, etc.),
  • develop outstanding service; this is always a key to success, and
  • pay special attention to small details which guarantee a smooth-running, successful experience ? a smile, a smell, a little something extra, an element of surprise, the atmosphere (lighting, music, décor, personal appearance and dress, etc.), or a well-written e-mail.

The source of many memories

Many suppliers have their own way of promising a unique experience:

  • Singapore Airlines is very popular among travellers and has accumulated an impressive list of awards to prove it.
  • An entire family gets caught up when planning a trip to a Disney park.
  • The expression « à la Montréal » suggests urban wonders at the lively rhythm of the Montréal lifestyle.

Cirque du Soleil does not have a monopoly on the ability to amaze and astound. Budding artistic directors, try boosting your creative genius with the following exercise: Ask yourself « What aspects of my product could make people sit up and say 'Wow!'? »

« You can't expect to see different results by doing the same things.
You have to challenge yourself to do things differently. »

Graham MacNeil, Maritime Inns & Resorts

Sources:
– Canadian Tourism Commission. « Defining Tomorrow's Tourism Product: Packaging Experiences, » June 2004, 43 p.
– Chair in Tourism. « L'expérience: concepts et évaluations, » Research report prepared exclusively for Tourism Montréal and the Canadian Tourism Commission, April 2004, 36 p.
– Nova Scotia Tourism Partnership Council. « 2005 Nova Scotia Tourism Plan – Deliver the Experience, » 2005, 27 p.
– Paquin, Benoit and Normand Turgeon. « La clientèle et le facteur 'WOW!', » Téoros, Summer 2004, p. 27-33.
– Pine II, B. Joseph and James H. Gilmore. « The Experience Economy, » Harvard Business School Press, 1999.

Catégories
Human resources Management

Front-line ambassadors: a valuable resource

The tourism industry is one sector in which the human element is absolutely vital to delivering the promised brand « experience » the customer expects. This is particularly true in the hotel industry. Employees – who really should be called « front-line ambassadors » – usually handle the initial contact between customers and the organization; these individuals make the first impression on visitors and reflect the official image of the company. Is this key element of the hospitality industry receiving the attention it deserves?

Communicating the message is not enough

According to William Fitzgerald of Hotel and Motel Management magazine, a hotel's performance – measured by revenue per available room (RevPAR) and average daily rate (ADR) – depends directly on its ability to make its front-line employees true brand ambassadors. However, few tourism-based businesses know how to engage all their workers in this internal branding effort, which is the ideal opportunity to provide a concrete example of the values associated with the brand.

Today's consumers are extremely sceptical when it comes advertising. In 1987, the Yankelovich Monitor estimated that approximately 13% of Americans had any confidence in the ads they see or hear; by 2002, this percentage had dropped to a mere 7%. Although many businesses emphasize their brand in their advertising, very few of them, unfortunately, make the necessary effort to ensure that all employees work together to deliver on the brand promises customers come to expect.

Happy employees mean satisfied customers

Front-line employees are not the only ones who are key to making a visitor's stay unforgettable. It is a group effort, from the desk clerk to the housekeeper. Of course, it is difficult to wring stellar service out of employees who dislike their work.

In the US, the situation is worrisome. A survey conducted by HR Magazine showed over 75% of US workers are either « totally turned off by their jobs » or « do just enough to get by ». It goes without saying that such attitudes are unacceptable in a service industry.

Performance evaluation measures

Some businesses set up performance evaluation mechanisms to verify whether their goals are being reached. Before defining quality standards, it is a good idea to consider the types of customer demands one must deal with (in other words, concrete examples of what a company promises its customers). For example, festival organizers could decide that a quality standard would be to respond to any information requests within five working hours, either by phone, fax or email.

The variety of customer demands must reflect the clientele's actual expectations. For this reason, visitor surveys can be an effective strategy for accurately determining what customers want.

Delivering on the promise

Even if we properly train our employees, deliver motivational speeches and hire the best talent available, we cannot be certain the employees in place are acting as true brand ambassadors if we do not assess whether service quality standards are being observed.

One way to do so is to hire « mystery customers » to evaluate service delivery. Corrective measures can then be adopted, according to the observations gathered. This approach also has the advantage of enabling employers to set up a reward system for star employees. By instituting quantifiable, measurable performance goals, the employer can occasionally offer performance bonuses to employees who attain service quality targets. Another, more traditional, tool is to conduct regular customer satisfaction surveys.

Sources:
– Conseil québécois des ressources humaines en tourisme. « Enquête sur les pratiques de formation, » La pause RH, January 2004.
– Huigens, Bill. « Customer Service: Will somebody please define this? », HVS International, August 25, 2004.
– Fitzgerald, William. « Successful hotels teach employees to be brand ambassadors, » Hotel and Motel Management, No. 219, June 21, 2004.
– Conseil québécois des ressources humaines en tourisme and Emploi Québec. « Diagnostic des ressources humaines en tourisme – Horizon 2004-2009, » October 2004.
– Pan, Crystal. « Human Element of Customer Service – Personal touch is the golden key, » Hotel News Resource, November 9, 2004.