To this end, Accor unveiled a digital plan that will see the group invest €225 million (US $280 million) over a five-year period to roll out the strategy across its global portfolio. The plan is based on eight programmes, four of which are customer-focused, with the aim to improve customer knowledge about the various brands and properties, as well as add to the services provided.
Mobile First targets smartphone users with an app incorporating all of Accor’s services before, during, and after hotel stays.
“Under the Mobile First programme we’ll be bringing out an app where all the steps of a journey are supported, so descriptions of the hotels, a great booking engine in several languages, including Arabic. We’ll also have a booking engine for restaurants, since choosing restaurants is something you do when you decide to go out, not something that you plan days ahead, so it’s important that you catch those bookings.”
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The second programme, Customer Centric, will centralise feedback on a platform called ‘Voice of the Guests’, using personalised follow-up and services based on data gathered at hotels.
“It’s a big CRM investment — we have 40 million customers in our database, and a huge wealth of information, which today we don’t harness completely. That’s why I say it goes beyond booking. Distribution uses this information for bookings, for reservations, but there’s much more to the customers’ tastes than just booking a hotel room. So having information about their stays and the opinions that they gave when they visited the hotel is a big issue and one that we need to develop.”
A third programme, Welcome by Le Club Accorhotels, targets the group’s loyalty programme subscribers, and was expected to be up and running in close to 1000 group hotels by the end of 2014. Welcome includes pre-check-in, allowing guests to go straight to their rooms upon arrival, having filled out the paperwork prior to check in.
“Once you reach the hotel there is a person talking to you — you’re not talking to a computer, you are welcomed, your key is ready, and the hotel has prepared for your arrival. So the whole message is “we were expecting you”. For checkout it’s different — nobody really wants to queue up for checkout, so we send the receipt and bills by email,” says Badrinath.
Using the loyalty programme to leverage the digital programme is a key element of Badrinath’s plan. It’s all part of the strategy to offer more relevant information to guests.
“Its’ actually a good investment for us because loyal customers have more value to the Accor community than people who just come and make a booking and go away. So we need to move as much volume as we can towards direct channels with loyal customers,” he explains.
The corporate and event sector is another important area for Accor, and something that has been improved under the digital strategy. While previously MICE and corporate bookings went through a bidding process centrally, now bookings are done through an online booking engine.
For Accor employees, the Employee Friendly programme aims to simplify customer service tasks using tablets and smartphones, and will also offer online training solutions. Accor employees around the world will also be able to share experiences and tips through Accor Live, the group’s in-house social network.
“When you’re inside a hotel, the information flow can be largely improved. The property management system needs mobile tools, so when you’re walking around the hotel and a customer requests something, you know which room they’re in, how long they’re going to stay, if there’s any specific information that may help you serve them better.
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