Guest Centricity

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

2

Agenda

What impacts overall stay experience

Factors in problem handling

Understanding online performance

Staying ahead

Tools to improve

3

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?

4

Understanding your online performance

5

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

1

SLBL

SLTO

SLDB

0.99

HJMD

SLND

0.98

SLMU

SLMD

0.97

0.96

0

20

40

60

80

100

120

140

160

7

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

5

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.

9

Understanding TY Guest Feedback

2020 YTD

Review your performance score by category will help you understand where you are lagging

10

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

13

Understanding TY Guest Feedback

Analysis of guest commentary on TY and internal DR3 reporting

14

What is affecting your guests overall stay experience?

15

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

17

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.

18

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%

19

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

21

What tools do we have to help improve quality?

22

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

23

2019 MEIA LQA Performance

24

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%

25

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

26

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

27

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

32

REACTING TO DEFECTS

33

PROACTIVE MANAGEMENT OF INHERENT DEFECTS TO MINIMIZE IMPACT

34

FOSTERING CONTINUOUS IMPROVEMENT MINDSET: BUILD ON FORBES

35

HOW DO WE ADD THE ‘WOW’

36

Guest Centricity P.A.C.E. Operational Excellence

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