Guest Centricity P.A.C.E. Operational Excellence
Your hotels online performance can likely impact your financial success
Our existing tools can help us to constantly analyze competition
Leading in luxury requires continuous quality improvement
Value your data and use it well
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Agenda
What impacts overall stay experience
Factors in problem handling
Understanding online performance
Staying ahead
Tools to improve
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LQA Brand Compliance
Guest Feedback TrustYou
2020 BSC METRICS
2020 BSC METRICS
How is your online performance compared to your compset?
Are the products and services inline with Shangri-La’s luxury brand standards?
What % of hotel guests rate their overall stay experience ‘excellent’? Are guests satisfied with how their problems are handled at the hotel?
Is your performance improving?
Are you actively conducting internal service audits to measure consistency in operations?
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Understanding your online performance
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Compset Index Score
Name
2019 YE
2018 YE YOY Change
2019 Snapshot
Shangri-La’s Le Touessrok Resort & Spa, Mauritius
1.03
1.01
0.03
Shangri-La’s Villingili Resort & Spa, Maldives
0.97
0.95
0.02
Shangri-La’s - Eros Hotel, New Delhi
1.01
0.99
0.01
Shangri-La Bosphorus, Istanbul
1.01
1.00
0.01
Your online guest feedback can impact your positioning in the market and financial performance
Shangri-La Al Husn Resort and Spa
1.01
1.00
0.01
Shangri-La Hotel, Dubai
1.00
1.00
0.00
Shangri-La Hotel, Bengaluru
1.00
1.00
0.00
Shangri-La Hotel, Qaryat Al Beri, Abu Dhabi
1.02
1.03
-0.01
Hotel Jen Malé, Maldives
0.99
0.99
-0.01
Traders Hotel, Qaryat Al Beri, Abu Dhabi
1.03
1.05
-0.01
Shangri-La Barr Al Jissah Resort and Spa - Al Bandar
0.98
1.00
-0.02
Shangri-La Barr Al Jissah Resort and Spa - Al Waha
0.98
1.00
-0.02
Shangri-La Hotel, Paris
1.01 1.02 1.00 0.98
0.99 1.01 0.99 1.01
0.02 0.01 0.01 -0.02
Shangri-La Hotel, Vancouver Shangri-La Hotel, Toronto
Shangri-La Hotel, At The Shard, London
REGION ME
-
-
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Positive Correlation- Compset Index and RGI
1.04
THAD
1.03
SLTR
SLAD
1.02
SLV
1.01
SLIB
SLPR
SLND
Compset Index
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SLBL
SLTO
SLDB
0.99
HJMD
SLND
0.98
SLMU
SLMD
0.97
0.96
0
20
40
60
80
100
120
140
160
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RGI
Compset Index Score breakdown
REVIEWS FROM 350+ ONLINE SOURCES
YOUR PERFROMANCE SCORE
YOUR PERFROMANCE SCORE
COMPSET PERFORMACE SCORE AVG
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MEIA Performance Score
FY 2019
FY 2018 vs FY 2019
Top 3
Most improved
Shangri-La Hotel, Toronto Shangri-La Hotel, Dubai Shangri-La Hotel, Paris
+2.25
1 2 3
1 Shangri-La, Vancouver 2 Shangri-La Hotel, Paris
95 95 94
+1.9 +1.8
3 Shangri-La Bosphorus, Istanbul
4 Shangri-La Hotel Al Husn Resort & Spa
+1.39 +1.34
Shangri-La Hotel, Vancouver
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Bottom 3
Most declined
1 Hotel Jen Malé, Maldives
82 88 88
Shangri-La Hotel, At The Shard, London
-2.19 -1.17
1 2
2 Shangri-La Barr Al Jissah Resort and Spa 3 Traders Hotel, Qaryat Al Beri, Abu Dhabi
Hotel Jen Malé, Maldives
Source: TrustYou Performance scores based on “Overall Experience” question from online reviews, post-stay and post-event surveys.
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Understanding TY Guest Feedback
2020 YTD
Review your performance score by category will help you understand where you are lagging
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MEIA Opportunities
2020 YTD
EUNA
PLAN TO FIX
MAINTENANCE
CONTROL IMPACT
FOOD AND BEVEARGE
HOW DO YOU RECOVER?
MEIIO
MAINTENANCE
ROOM
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Understanding TY Guest Feedback
Breakdown of performance by sentiment
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Understanding TY Guest Feedback
Sentiment performance compared to compset
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Understanding TY Guest Feedback
Analysis of guest commentary on TY and internal DR3 reporting
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What is affecting your guests overall stay experience?
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MEIIO top-box performance for FY 2019 improved over FY 2018 (+2%), driven by improvements in all hotels Most improved including SLND (+4%) Top performers include SLIB 78% and SLMD 75%. EUNA score remained the same YOY, SLPR and SLTO improved by +5% while SLLN declined by -5%. BSC 2020: Top-box performance OSE (post stay)
Overall Experience Top-box Performance Monthly from December 2018 – December 2019
85%
80%
MEIIO, FY 67% EUNA, FY 77% GLOBAL, FY 63%
75%
70%
65%
60%
55%
50%
• Top-box performance = % guests who rate us a “5” on Overall Experience • Reflective of truly delighted and hence loyal guests. 19-Aug 19-Sep 19-Oct 19-Nov 19-Dec 19-Jan 19-Feb 19-Mar Dec-18 Jan-19 Feb-19 Mar-19 Apr-19 May 19 Jun-19 Jul-19 Aug 19 Sep 19 Oct 19 Nov-19 Dec-19 19-Apr 19-May 19-Jun 19-Jul 18-Dec
Source: TrustYou Performance scores based on “Overall Experience” question from post-stay surveys.
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Key Drivers Performance
EUNA FY2018
EUNA FY2019
Variance MEIIO FY 2018
MEIIO FY 2019
Variance
-0.1
0.6
People
95.50
95.40
92.6
93.2
0.6
1
Arrival
93.00
93.60
89.7
90.7
MEIA key driver performance is above global average with exception of departure (3.5%) below.
0.5
0.8
Departure
94.00
94.50
90.8
91.6
-0.3
0.9
Breakfast
88.40
88.10
88.3
89.2
0.2
0.5
Guestroom
93.80
94.00
90
90.5
80 82 84 86 88 90 92 94 96 98
EA ME Global
People
Arrival
Departure
WAGS
Breakfast
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What do we know- Overall Stay Experience
Do you experience a problem?
How was it handled?
Overall Experience
Would you recommend us?
EUNA
MEIIO
For all guests who rated OSE between 20-60, 70% of them also said they experienced a problem during their stay of those, 87% rated problem handling satisfaction 20-60%. 86% of those guests were detractors with an NPS score of 6 or lower.
For all guests who rated OSE between 20-60 , 67% were GC members and of those, 70% wrote a comment about their experience.
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In 2019, MEIA % of guests with problems was 15.8% inline with global average. Average score for problem handling was 62%, which was a 20.5% decrease compared to 2018. MEIA: Satisfaction with problem handling breakdown
MEIIO
EUNA
59.4%
55.6%
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What are the contributing factors to your problem handling scores?
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Problem Handling
I am aware of the resources available to delight guests during recovery
I am confident that my concern will be addressed
I have the skills and capabilities to confidently handle guests' priorities (complaints)
I feel genuinely cared for and delighted on how my priority was resolved
I am empowered to make decisions at the guest contact point
My expressed dissatisfaction is valued
Problem Handling
OUR COLLEAGUES
OUR GUESTS
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What tools do we have to help improve quality?
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LQA score
LQA provides quality assurance audits (800 industry benchmark and emotional intelligence standards) LQA standards have been reviewed by the SLA Customer Experience and Operational Performance team
55%
EMOTIONAL INTELLIGENCE 25%
20%
SERVICE
PRODUCT
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2019 MEIA LQA Performance
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MEIA LQA score breakdown
75%
EMOTIONAL INTELLIGENCE 84% Top Performers Istanbul Mauritius Vancouver
PRODUCT 85%
SERVICE
Top Performers Istanbul Maldives Abu Dhabi
Top Performers Istanbul Mauritius Paris
scored minimum 90%
scored minimum 85%
scored minimum 85%
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Internal Service Audit Process
Conduct internal audits regularly
Develop a plan (who, when, how)
Measure progress regularly- monthly review of performance
Establish realistic goals for improvement in each area
Provide one on one feedback
Socialize the initiatives and successes
Measure improvement
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Quality Improvement Cycle
From guest feedback and internal service audit results. Root cause analysis
Use data to review if resolution solved the issue.
Understanding of our guests needs
Priorities: Importance and Impact S.M.A.R.T
Problem may be redefined
How will our guests react to this change?
Further insights about the guest discovered
Small adjustments
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Building a Culture of QUALITY IMPROVEMENT
Create a vision for quality by using shared goals across teams
Develop and agree on plan with consistent and continuous commitment
Measure progress regularly and socialize successes
Use your data well –TY, DR3, Internal audits
Strive for deeper understanding of our guests
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KEY TAKE AWAYS
▪ Deep dive in guest feedback: what are your guests telling you? ▪ Work on what is most important and most impactful to our guests ▪ Key Focus: Guest recovery process ▪ Utilize existing quality tools to benchmark, monitor progress and drive consistency in operations ▪ Develop your plan and show continuous commitment
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NEXT STEPS : GUEST CENTRICITY MEIA EVP William Mackay
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DRILL INTO YOUR DATA AND ACT ON IT…
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REINFORCE QUALITY CULTURE WITHIN HOTEL • Management mindset • Attention to detail
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REACTING TO DEFECTS
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PROACTIVE MANAGEMENT OF INHERENT DEFECTS TO MINIMIZE IMPACT
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FOSTERING CONTINUOUS IMPROVEMENT MINDSET: BUILD ON FORBES
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HOW DO WE ADD THE ‘WOW’
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Guest Centricity P.A.C.E. Operational Excellence
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