customer service

I am a fool. I wasted three hours of my older daughter’s life that she will never be able to recoup – Thank you SuperShuttle.

This is a story about brand loyalty, shifting business models and what happens when a company completely loses focus on the customer experience.

Dilapidated Outhouse
Creative Commons License photo credit: Richard Elzey

Super Shuttle's New York operation is a lot like this outhouse. Dilapidated, barely functional and, from a customer's perspective, it stinks.

It all occurred with the best of intentions. My 20 year-old daughter was planning her first solo trip to New York City to visit friends. The flight planning was easy and the lodging was settled as she was staying with a friend. The one twist was that since she was funding this trip herself, she wanted to be cost conscious. The first challenge was the transfer between LaGuardia Airport and the friend’s apartment in the Financial District.

Four options were considered:

  1. Taxi Cab – Door-to-door from LaGuardia to apartment – One Way Fare: $37.50
  2. Shared Ride – Door-to-door from LaGuardia to apartment – One Way Fare: $17.00
  3. Airport Bus/Subway – NY Airport Service from LaGuardia to Grand Central Station, change to 4 or 5 subway train – One Way Fare: $14.50
  4. City Bus/Subway – M60 Bus from LaGuardia, transfer to 4 or 5 subway train at 125th & Lexington – One Way Fare: $2.50

Option 1, the taxi, despite being recommended by her friend, was eliminated due to the additional cost. Option 4, the city bus was eliminated as she was traveling alone, lacked familiarity with NYC transit and the East Harlem transfer. Options 2 & 3 were very close in price, but again, as it was her first time in New York alone, we opted for the shared ride option.

It was particularly reassuring (at the time) to see that Super Shuttle’s familiar blue vans served New York City. Since its inception in the early 1980′s, I had used SuperShuttle sporadically, normally for extended trips when keeping a car parked at the airport for a couple weeks simply didn’t make sense. Having always had positive experiences, there was no reason to consider much had changed over the 10 years since I had used them last – after all, they had expanded to serving 33 airports.

I was a loyal, albeit infrequent customer, who didn’t think twice about trusting this company to provide a great experience to begin my daughter’s visit to New York, so we booked and pre-paid for round-trip LGA-Manhattan transfers on SuperShuttle through Orbitz.

Wow – I could not have been more mistaken. continue reading →

Be the first to comment

When it comes to moderating a panel, there is no greater pleasure than having a group of outstanding panelists to simplify the task at hand. This is particularly true when the event is promoted as a “Super Session”, there are 90 minutes to fill, and it immediately precedes happy hour…

For the Hospitality Financial and Technology Professionals 2011 HITEC Conference, held June 20-23 in Austin, Texas, I was charged with leading one of only two educational session held on the second day of the conference.

Hospitality

Distribution is not technology. It's about simplifying the consumer experience.

The topic of the Super Session was Seven Travel Planning Steps and Their Impact on Hotel Distribution Strategy. It was also decided to take a highly non-traditional approach to the subject.

Contrary to most distribution panels, the discussion would not focus on Global Distribution Systems (GDS), Online Travel Agencies (OTAs), private sale websites, group buying, XML interfaces, the merchant model,
search engine optimization (SEO), or mobile web versus native apps.

The presentation was built on the premise that distribution isn’t technology, it’s really about delivering the right product in the right place at the right time through the right channel at the right price for the right guest.

To illustrate the complexity facing hoteliers desiring to properly align that series of traveler “rights” to appropriately engage guests in relevant conversations, the following dimensions were highlighted:

    Seven Stages of Travel

  • Inspiration
  • Research
  • Planning
  • Validation
  • Booking
  • Travel
  • Sharing
    Six Hospitality Touch Points

  • Pre-Stay
  • Arrival
  • On-Property
  • In-Destination
  • Departure
  • Post-Stay
    Multiple Traveler Personas

  • Considerable Variation by Traveler

Engaging with a specific guest seeking inspiration for a romantic weekend getaway with a spouse is dramatically different than engaging the same guest who is in-destination, but offsite from the hotel during a family vacation. Under both scenarios, the individual is intensely motivated to create an unforgettable leisure travel experience, but the context is completely different. Unique opportunities for transactions also exist at each touch point.

Compounding the problem most travel suppliers confuse points/recognition programs with loyalty. This is a disturbing misconception. Points programs are games. While consumers derive value from these programs, that does not necessarily translate into loyalty. Travelers may quickly change allegiance if a competitor launches a richer program.

Loyalty sustains customer relationships through both good times and bad. Loyal consumers recognize an emotional bond with the product, a commonality of sensibilities or personalities. For service industries, this most often relates to the core values a brand exemplifies.

There is a big difference between brand value and brand values. Value drives transactions. Values drive loyalty.

Given these complexities and relational nuances, it becomes obvious that when it comes to websites, one size does not fit all.

To illustrate the point, a comparison of six hotel homepages for major upscale hotel brands was presented.

Unfortunately, all six websites were so depressingly indistinguishable (compounded by the fact that a frequent guest number provides little to no assistance in discerning traveler intent) in each case, there was negligible probability that website distribution was being effectively leveraged by hotels to create meaningful connections with their customers.

The good news was that the outstanding panel of speakers provided countless examples of how their companies successfully differentiated themselves from the competition, introduce guests to rewarding experiences and help earn consumer loyalty. For each stage highlighted, these organizations not only proactively solved problems faced by the guest, but in many cases, managed to monetize the value created.

Speaker Lineup:
Robert Cole (yours truly) – Founder, RockCheetah (Moderator/Inspiration)
Alan Glenin – Corporate Director of Revenue Management, Great Wolf Resorts (Research)
Ran Weerasuriya – Director of Revenue Management, Mammoth Mountain Ski Area (Planning)
Thomas Patchin – Senior Vice President of Interactive Marketing, Station Casinos (Validation)
Kurien Jacob – Senior Vice President of Revenue and Distribution, Highgate Hotels (Booking)
Loren Gray – Director of e-Commerce, Ocean Properties (Travel)
Tanya Pratt – Executive Director Customer Information Systems, Fairmont Raffles Hotels International (Sharing)

Below is a copy of the presentation. It may be downloaded by selecting the View on Slideshare link. continue reading →

Be the first to comment

It was an honor to be invited to give the closing keynote address for The Leading Hotels of the World 2011 Sales, Marketing and Distribution Conference at the Kameha Grand Bonn in Bonn, Germany.

Leading Hotels of the World members understand luxury travel

Challenge: Identify a group that better understands the needs of luxury hotel guests than members of The Leading Hotels of the World

The topic of the presentation was Deconstructing Distribution – It’s all about the Customer with a focus on the customer, the channels and the future.

Setting the scene, the luxury hotel industry continues to recover from its steepest decline on record that unfortunately coincided with a period of momentous technological advancement – particularly mobile and social media that have significantly empowered consumers.

As a result, hotels and resorts target a changed guest, armed with access to information and backed by a network of trusted advisers – both corporal and virtual. The hotels also face an impossibly complex variety of distribution channels that have expanded into social networks and location-based services. continue reading →

Be the first to comment

Recognition of the best and worst travel industry performances and practices of the year normally falls to major brands and/or high profile news events. The Unsuspecting Travel Hero Award and Unsuspecting Travel Zero Award are not about the bravado of highly promoted marketing strategies or dramatic customer service provided during times of crisis.

Duking it Out Creative Commons License photo credit: Claudio Gennari

The best in travel faced off against... all those other guys... when the dust settled, the winner was...

Instead, winners are recognized for exhibiting the foremost examples of customer centricity or customer hostility that occurred as a direct result of company policy or standard practice.

The awards recognize organizations that “get it” or “don’t get it” when it comes to customer engagement, eliminating unnecessary obstacles, and most importantly, unexpected performance that travelers would not normally associate with the typical travel experience.

For example, last year, Four Seasons Santa Barbara won the 2009 Unsuspecting Travel Hero Award due to its gracious handling of a turn-down music mix-up and AirTran Airlines was saddled with the 2009 Unsuspecting Travel Zero Award for unnecessarily harassing customers with its draconian advance seating policy.

Of course this past year it would have been simple to take rave about the Wizarding World of Harry Potter, or malign Steven Slater’s JetBlue slide ride; perhaps whine about Icelandic volcanic eruptions or marvel at the Royal Caribbean’s Oasis of the Seas; it might even be easier to simply take sides on the American Airlines versus the OTA & GDS distribution war.

Each of the above stories dominated headlines, but my 2010 travels revealed two much smaller stories that went unnoticed. This year’s two honorees again illustrate startling customer orientation dichotomy arising within the travel industry. The best example was Enterprise Rent a Car’s exceptionally personalized check-in experience, and the worst was Hotwire’s incomprehensible decision to remove all meaningful content from it hotel star-rating categorization. continue reading →

Be the first to comment

Hotwire, the opaque travel website created by Eric Grosse (Expedia President), Karl Petersen (TPG Partner), Greg Brockway (TripIt CEO) & Spencer Rascoff (Zillow CEO) was rated highest in customer satisfaction from 2006-2008 among independent travel websites by J.D. Power and Associates.

Cracked Empty Shells
Creative Commons License photo credit: DailyCraft

Eliminating specific criteria from hotel ratings leaves nothing but an empty and easily cracked brand promise.

Over the past year, I made 18 hotel bookings spanning 41 nights through Hotwire. Based on my most recent experience, however, the tenure of my loyalty is likely to be terminated. It is a shame as customer service was a traditional Hotwire strong point.

A few years ago, Hotwire made a mistake by booking me into a hotel that was incorrectly plotted on their neighborhood map. At the time, their customer care team immediately acknowledged the issue, refunded my booking, suppressed that property from being presented in the subsequent hotel search and provided a $50.00 booking credit for my troubles. The credit in particular was an unexpected and pleasant surprise.

Double Star-Crossed
My experience this week fell at the opposite end of the customer service spectrum. I booked a 3-star hotel in the Las Colinas area of Dallas for a client visit, knowing the area well and knowing that a variety of good 3-star hotels are located in that specific neighborhood. Much to my surprise, Hotwire confirmed a La Quinta.

I have no issue with La Quinta – they are a good chain that offers a consistent, quality product. The problem is that they clearly operate limited service, 2.5-star properties. If I had wanted to book a 2.5-star hotel, I could have selected that classification and paid 30% less per night.

Given Hotwire’s fundamental brand promise: a hotel matching a desired classification, located in a particular area for a specific price, I anticipated this issue could be cleared up with a simple phone call. Ultimately, Hotwire would prove that assessment to be incredibly naive. continue reading →

Be the first to comment

This post is not about physically challenged people. It deals with two airlines that lack souls.

Deaf, Dumb & Blind
Creative Commons License photo credit: Wolfgang Wildner

The Who's traumatized Tommy became Deaf, Dumb and Blind. Airlines have no right to share that excuse. Remember, Tommy ended with his followers declaring 'We're not gonna take it'

Delta Airlines and US Airways put me through hell last week. The good news was, as an experienced traveler, I knew exactly what to do as the various obstacles arose.

The bad news was, it seemed I was thwarted at every step by the carriers in my endeavor to have an uneventful Silicon Valley business trip. I could not fathom the potential outcome for a typical, or heaven-forbid, inexperienced traveler.

Dementors are Real
If Delta and US Airways were cast as characters in the world of Harry Potter, they would easily be typecast as Dementors.

For the half-dozen people on the planet that have not read the engaging series of books or viewed the movies, author J.K. Rowling has character Remus Lupin explain Dementors in The Prisoner of Azkaban:

Dementors are among the foulest creatures that walk this earth… they drain peace, hope, and happiness out of the air around them… Get too near a Dementor and every good feeling, every happy memory will be sucked out of you.

If it can, the Dementor will feed on you long enough to reduce you to something like itself… soulless and evil. You will be left with nothing but the worst experiences of your life.

That perfectly characterizes my feelings following most of my interactions with Delta and US Airways. continue reading →

Be the first to comment

2009 Unsuspecting Travel Hero and Travel Zero Awards

January 3, 2010

Four Seasons’ Santa Barbara Resort, The Biltmore received the 2009 Unsuspecting Travel Hero Award for proactively responding to a guest who had an issue with the music playing on the radio after the hotel’s turn down service made up the room. A relatively small issue that was cleverly identified and elegantly addressed in a highly personalized manner. Recognized for its multi-faceted, yet consistently customer hostile advance seat assignment policy, AirTran Airways received the 2009 Unsuspecting Travel Zero Award. The AirTran policies fundamentally insult a traveler’s intelligence while simultaneously wasting their time – truly a remarkable accomplishment.

Read the full article →