How Minor Hotels Combined Effective Tools and Processes to Increase Guest Satisfaction - ReviewPro
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CASE STUDY
How Minor Hotels Combined
Effective Tools and Processes to
Increase Guest Satisfaction
THE CLIENT THE CHALLENGE
Minor Hotels is a global company with In hospitality, it is often intuitive, rapid
a portfolio of six signature brands and reliable service recovery that makes
spanning 51 countries, and has been the difference between a good stay
operating for over five decades. The and an exceptional experience. As part
core values of the brand are perfor- of its commitment to making that
mance, entrepreneurship, and innova- distinction, Minor Hotels sought out the
tion. By defining and perfecting a very tools and supporting processes staff
solid set of Standard Operating Proce- needed to meet the company’s goals.
dures (SOPs) with the ReviewPro Guest The tool needed to help staff identify
Experience Improvement Suite™ at their guest needs and issues while on site, as
core, the company was able to achieve well as areas for longer-term operational
its desired results—and then some. and service improvements, all in a
seamless and automatic manner.
“We’re big enough to deliver, but small
enough to care. We are driven by
passion and a quest for perfection.”
Dillip Rajakarier, CEO of Minor Hotels
Luxury hotels may
offer more or less the same
amenities, room standards, or
product features. To really stand
out, the whole experience from
A to Z needs to be special. That
is what the combination of the
ReviewPro tools helps us to do.
Marcus Christiansen, Director of
Operational Excellence,
Minor Hotels
Avani Quy Nhon Resort & Spa, Vietnam
www.reviewpro.com
THE SOLUTION
The group onboarded the Guest Online Reputation Management
Experience Improvement Suite™ in (ORM)
December 2016. While the Online Rep-
utation Management (ORM) and Guest Tracks and monitors online guest
Satisfaction Surveys (GSS) tools were sentiment including semantic
central to operations, the solution that analysis and the Global Review
really brought it all together and ensured Index™, an online reputation score
outstanding service was Auto Case Man- exclusive to ReviewPro.
agement (ACM).
Guest Satisfaction Surveys (GSS)
The beta phase consisted of testing the
tools and rules at select properties and Used to create in-stay and post-
using the experience as the basis from stay surveys to gain detailed in-
which to formulate SOPs that would sights into what guests like and
eventually be rolled out to all hotels. dislike. The results can be integrat-
These SOPs would go on to serve as the ed with the hotels’ PMS to moni-
backbone of online training, onboarding tor and pinpoint issues related to
of both staff and new specific room numbers or types of
properties, and supporting the majority guests, and increase review vol-
of the internal processes that deal with ume using the TripAdvisor review
service recovery. ReviewPro now forms collection program.
part of the very fabric of Minor Hotels’
guest management ethos.
Auto Case Management (ACM)
Automatically assigns and tracks
issues related to guest feedback
to ensure that they are resolved as
quickly as they arise.
Guest Experience Improvement
Suite™
Marcus Christiansen, Director of Combines all three solutions to
Operational Excellence, help the hotel group monitor and
Minor Hotels proactively seek guest feedback,
automate workflows, and ulti-
“The benefit we can sustain from mately provide the information
ReviewPro rely a lot on the quality needed for both immediate ser-
and effectiveness of the internal vice recovery and longer-term
processes. We have found that operational and service improve-
when you can find the right data ment to elevate guest experience
inputs and partner it with the right and boost revenue.
people processes, you can make
sustainable changes.”
www.reviewpro.com
THE PROCESS Here’s how the system works:
Staff are fully trained according to the 1 Guests who stay for three nights or
company SOPs which are supported by more are sent an email on their sec-
the ReviewPro tools. In keeping with the ond day at 10 am with a single ques-
company’s entrepreneurial spirit, issues tion: ‘How satisfied are you with your
are dealt with at the property level stay so far?’ They are asked how they
rather than at the corporate level. The would like to be contacted (or can
company believes that hotel staff know specify that they do not wish to be).
their guests best and provides the
training and empowerment they
need to keep guests happy.
2 All responses to in-stay surveys trig-
ger the creation of a case which is
Method: GSS In-Stay + ACM sent to the relevant hotel workgroup
(duty managers, heads of depart-
In-stay surveys are employed to help ments and hotel manager). The case
guests communicate needs or com- must be followed up within 20 min-
plaints while still on site. This utes to prevent it from being escalat-
real-time feedback enables Minor Ho- ed to the General Manager.
tels to act quickly and provide elevated
service in the moment rather than wait- 3 By using the ReviewPro mobile app
ing until after the guest has checked out the team can receive alerts, assign
to report and manage complaints. With cases, leave case notes, or resolve
in-stay feedback timeliness is very im- cases all while on the go.
portant, so the company
implemented automated processes and
procedures to react quickly, efficiently 4 The guest is always contacted in
and consistently. By integrating ACM the manner requested at the initial
with in-stay surveys, Minor Hotels en- touchpoint. If they do not want to be
sures that no issue is left unattended. disturbed staff will wait until they are
out of the room to attend to any
in-room requests. The hotel always
leaves a small token of appreciation
and a thank you note to guests who
respond to the survey.
www.reviewpro.com
3 Each departmental workgroup has 12
hours to add any information to the
“We found some guests would case in order to ensure a coordinat-
prefer not to raise an issue with ed response to the guest, including
staff directly at the front desk, why the incident occurred, how staff
but after their stay they will responded, and what remains to be
mention that there were things done.
that were not working for them.
At this point it is too late. In-stay
surveys are a discreet, efficient 4 Once the information is added, the
way of catching and resolving case is automatically escalated to the
any needs or complaints while ‘Guest Response’ workgroup who
guests are on site.” refer to the notes when responding to
the guest. This group has a maximum
Marcus Christiansen, Director of of 24 hours to respond. All detractors
Operational Excellence, and passives must be responded to.
Minor Hotels
5 If the guest is not responded to within
24 hours, the case is automatically
Method: GSS Post-Stay + ACM escalated to the GM.
A post-stay survey is employed to
identify any issues during the stay, re- 6 Guest survey responses are filtered
spond to the issues, and use the using PMS data. This means that the
information for longer-term operational company can pinpoint complaints
improvements and service changes. coming from specific room types,
room numbers, or guest types (such
Here’s how the system works:
as company or nationality) to make
longer-term operational and service
1 The day after check-out the guest is improvements.
sent an email survey.
7 Minor Hotels also has a TripAdvisor
collection program in place in order
2 Each brand has a different survey, to increase freshness and volume of
but all include a Net Promoter Score reviews and boost TripAdvisor
(NPS) question, a question about rankings.
overall satisfaction and a
question about whether the guest
experienced any a problem during
that stay. If the guest gives an NPS
score between zero and six
(detractor) or between seven
and eight (passive), a case is
automatically triggered for staff to
respond to. If the guest indicates a
problem, a case is automatically
created for that department’s
workgroup.
www.reviewpro.com
“ReviewPro is a great tool for A 1 point increase in a hotel’s
senior management who have Global Review IndexTM equals up to:
limited time. With ACM’s
escalation rules each active user +0.89% +0.54% +1.42%
in ADR in Occupancy in RevPAR
receives exactly what they need
to know.“
Marcus Christiansen, Director of
Operational Excellence,
Minor Hotels
THE RESULTS
The impact of this integrated approach to
guest feedback management and service
recovery has been huge. Minor Hotels “We believe in encouraging guest
has seen year-over-year improvements feedback - the more data we have,
in key metrics for guest satisfaction and the more accurate decisions we can
guest loyalty. These metrics apply to the make. The importance is to focus on
entire company, representing a guest feedback data and avoid focus-
significant achievement. ing on our gut feelings and what we
believe to be the areas of opportunity.
• NPS results increased by 14% from This means focusing on data driven
2016 to 2018 decision making by utilizing impact-
ful statistical analysis, before we add
• GRITM increased by 1.3% our expertise to truly make the data
actionable and insightful. ReviewPro
• Management response time improved helps us to take full advantage of our
by 30% (for NPS score of 0-6) data. These capabilities coupled with
our human processes has proved
to be a winning formula in ensuring
we maximize our guest feedback to
achieve the best ROI.
Moving forward, we are excited to
continue our partnership with Re-
viewPro - the current and upcoming
features and overall system enhance-
ments are all focused towards en-
hancing experiences our guests can’t
wait to come back for.”
Marcus Christiansen,
Director of Operational Excellence,
Minor Hotels
Avani+ Riverside Bangkok Hotel, Thailand
www.reviewpro.com
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