Posted by S Swaminathan on Sun, May 30, 2010
Most often hospitality industry talk a lot about customer service at the property as a key differentiator to customer experience & satisfaction.
I believe this is not the case and most often, it starts with even before the customer visits the hotel or the restaurant of choice. Also, there are many a times, the post usage experience is forgotten and very rarely have I ever seen any credible data-led customer marketing intiatives in this phase.
It was interesting to see Intercontinental Hotels do very interesting customer marketing work in this area. Here are some interesting facts:
- Intercontinental Hotel Group’s (IHG’s) uses of data-driven marketing to improve communications with existing customers and prospects is an interesting case study for many hotel groups across the world.
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Lincoln Barrett, vice president for guest marketing and alliances, shared that, for IHG, building a customer-centric marketing strategy is based on 3 Key pillars:
- Invest in technology
- Expand into new frontiers
- Build a centralized customer organization
She was talking at the UNICA Marketing Innovation Summit in Orlando.
- She talked about the need for real-time data mart that would allow IHG to match the data it was gathering through proprietary and third-party sources to existing customer information.
- According to her this step also made it possible to gain immediate access to data for analysis or campaign building purposes – a significant upgrade to IHG's previous functionality, which updated records in batches and only made data available some 30 days after a customer incident (like a hotel stay).
- She talked about some interesting trends in hospitality Marketing - Right Time marketing, Channel Synergy, Glocal Communication, Non-member marketing etc.
Posted by Ajay Kelkar on Fri, May 08, 2009
Peter DeLegge has this interesting take on Marketing accountability,which continues to be a hot topic for CEOs today! Often the challenge that Marketers face is that it is actually very hard to measure some aspects of marketing-how do you then direct your efforts at "measuring what can be measured". The other aspect is to co-opt the CFO in this journey towards establishing measurements.It helps to have the CFO on your side and maybe for that one has to choose the areas where you want Marketing measurement to make a mark! For companies which have abundance of Customer data ,an interesting way to do this is Analytical Marketing. It is of course difficult to implement Analytical marketing with well crafted Marketing measurements! And often the reality is that there is a lot of talk, but not an equivalent degree of action. Consider a recent study by the CMO Council that found less than 20% of top technology marketers surveyed had developed “meaningful, comprehensive measures and metrics for their marketing organizations.” The last major study on marketing ROI found that 68% of marketers were unable to determine the ROI of their initiatives. While marketing accountability is a priority, these studies send a clear message: We’re not there yet.While determining marketing ROI is ideal for large initiatives and initiatives where it can be easily determined, such as direct mail or online marketing, it can be complex and cost prohibitive process to accurately determine marketing ROI on small offline branding campaigns. Marketing ROI is the ideal measure, but it can be costly to properly implement. The real bottom line is that CMOs need to sit down with CFOs to determine the appropriate marketing measures and who is best suited to monitor these measures.See what Peter DeLegge has to say about ‘The Bottom Line on Marketing Accountability’.http://www.marketingtoday.com/marketing/1204/bottom_line_marketing.htm