Team h q rator+ day 5 v5

QRator+ Pre-stay ‘eHarmony’: connecting guests with
uniquely tailored experiences

# of M T W TR Total
Customers 6 31 34 5 76

Rodolfo Luis Josh Ame

Have feedback for us? Please e-mail Rod: rchiari13@gsb.columbia.edu

Customer Loyalty drives $

Delivers loyalty by allowing
QRator+ Hotels to learn about their
customers

Knowledge = Service Improvements = Loyalty


Customer Development > Broad and deep

Concierge Management Guests Corporate Content/IT

15 10 37 11 3


Day 0-1 Review: What we Thought -> Did
What We THOUGHT What We DID
• Hotel guests want local experiences • Talked with hotel concierge and hotel
managers
• Hotels want to improve their concierge
services • Brainstormed business model pivot:
customized solutions (not repeatable or
• Need not met: Hotels don’t have scalable?) -> standard concierge database
dedicated concierge services or have and platform (satisfy the largest need)
underperforming ones
• Segmented market and defined target
• The best way to deliver local NY content market as 2nd-tier, urban hotels
to tourists/users was through real-time
“QRators”


Day 2-4 Review: What we Thought -> Did
• Platform opportunity for limited or no • Talked with concierge, managers,
concierge hotels instead of competing or guests, corporate
complimenting hotels with concierge
services • Pivoted to complement current
concierge services
• Guests want local experiences
• Allow guests to control the level of
• 2nd tier guests would prefer 1st tier concierge service they want before and at
service the hotel

• Quality of content was important • Construct loyalty platform to drive
recurring revenue and referrals – and
• Hotels control their concierge service allow hotels to improve their service
internally by knowing their guests better

• Presented prototype plans to 3 hotels –
responded positively


Day 5: What we Thought -> Did
• Guests in our target market want • Surveyed end users in our target
local experiences market and hotel management

• Local content provider to chain hotels • Aggregate content from trusted
with many city locations sources: Nymag, TimeOut, Zagat,
Ticketmaster
• Curated content drives customer
loyalty • Value to hotel: retention/referral,
customer data, promotions, marketing
• Customers know what they want to tool
do before arriving at hotel


Archetype of Customer
 Franchisee of corporate –
Management owned properties
e.g. Marriott
 20 / 30 properties in urban areas

 Decision making tree:
 On-site staff (Front-desk, Concierge, IT,
Manager)
 Management Company:
 CTO (CEO sign-off; no need for BOD
e.g. Hotel REIT, LLC approval)

 Metrics:
 Sales cycle = 3-6 months
 CAC = TBD
 LTV = TBD, <5% churn rate


Day 6 (Next Monday) and Beyond:
What we will Do
• Three scheduled talks with potential Early Evangelist (Testers)

• Plan Minimum Viable Product (Diaper.com approach)

• Finalize TAM, SAM, TM assumptions

• Get CAC and LTV estimates

• Partnership development – CRS, CRM, PMS


QRator+ The engine that drives Customer
Loyalty at your hotel


Appendix


Day 5 > Customer Acquisition & Competition
Typical Customers Acquisition Competition
Hotel: • Acquire franchisee • In-house, existing loyalty
• Franchisee of large management of hotel chains programs
corporate chain
• Strategic decision likely • CRM platforms (Opera,
• Management-owned
made at top management Cendyn)
properties
• Invests in providing better level (CEO), but not full
• Online travel booking
service system roll-out
(Expedia, Travelocity, Orbitz)
• 20-30 properties • Fastest to implement: 3 • Outsourced concierge
months – design survey to services (Continental)
Guest: match hotel branding, build
• Business or leisure technology, train staff • Marketing firms
• Higher income
• Enjoys experiences • Access hotel guests • Free content providers:
• Wants same activities as through hotel database, not Zagat, Yelp, Trip Advisor,
at home (running) 3rd party booking agent Time Out, Urban Daddy
• Already member of • Potential entrants:
loyalty programs • Build partnerships with
content providers, event Facebook, Google
• Male & female, 20s-30s
managers, restaurants

Day 5 > Market Sizing
TAM = Total marketing for US hotels
TAM
SAM = TAM adjusted by:
$10.2 billion 52% of Full Service Hotels
58% of Hotel in urban areas

SAM TM = SAM adjusted by:
15% of marketing budget we will
$3.1 billion charge
50% penetration assumption

Note: Market sizing exercise is only for US, if
TM international hotels were included, it would be a
much larger market.
$229 million
Source:
STR


Day 5 > Selected loyalty programs
Loyalty Program Hotel Chain
1865 Langham Hotels International
Choice Privileges Choice Hotels
Fiesta Rewards Grupo Posadas
Swissotel Circle Swissotel Hotels & Resorts
Hilton HHonors Hilton hotels
Hyatt Gold Passport Hyatt
Kimpton InTouch Kimpton Group
Marriott Rewards Marriott owned hotels
Pan Pacific Privileges Pan Pacific Hotels and Resorts
InterContinental chain hotels (including Holiday
Priority Club Inn)
Starwood Preferred Guest Starwood hotels and resorts
Shangri-La Hotel Golden Circle Shangri-La and Traders
MaS Rewards Sol Melia Hotels & Resorts
ByRequest Wyndham branded hotels
Ritz Carlton Rewards Ritz Carlton

Additional potential target customers
Aman Resorts Biltmore Hotels Fairmont Hotels
Gaylord Hotels Grand Hotels Kempinski Hotels
Loews Hotels Taj Hotels Rosewood Hotels
Mandarin Oriental Le Meridian Fontaineblaue Resorts
ITC Hotels Jumeirah The Luxery Collection
Morgan Hotels Mövenpick Hotels Peninsula Hotels
Relais & Châteaux RockResorts


Day 3 Review:
What we Thought -> Did -> Will Do
What We THOUGHT What We DID What We WILL DO
• Guests in our target • Surveyed end users in • Build minimum viable
market want local our target market and product
experiences hotel management
• How much are hotels
• Local content provider to • Aggregate content from willing to pay?
niche hotels with limited or trusted sources: Yelp ,
no concierge hotels UrbanDaddy, StubHub, • Develop preliminary
Trip Advisor, TimeOut pricing and cost assumptions
• Curated content drives
customer loyalty • Value to hotel: • Think about who owns
retention/referral, customer data
• Customers know what customer data,
they want to do before promotions, marketing
arriving at hotel tool


Day 3 > Get Out of the Building!



TAM
$2.5 billion

SAM
$1.5 billion

TM
$743 million

Assumption:
Hotels would pay $2 per room for customer profiling, recommendations and future “experience matchings”


Day 2 Review:
• Platform opportunity for • Talked with 31 people: • Focus on niche hotels (i.e.
limited or no concierge concierge, managers, A-Loft) which attracts guests
hotels guests, corporate who want local experiences

• Guests want local • Budget hotels have • Deliver curated content
experiences basic platforms centered based on hotel location and
on ticker broking average guest profile
• 2nd tier guests would
prefer 1st tier service • Outsourced concierge • Define what are the
sources of best content
• Hotels control their • 2nd-tier, midtown guests (known, reliable, repeatable)
concierge service want to see top
attractions instead of local • Develop unique add-on
experiences experiences


Day 2 > Get Out of the Building!
QR Company Role Key Feedback
Corporate
AI Starwood Hotels Director of Sales Already have a platform internally -- would like more content -- price important
AI Choice Hotels Director of Mktg iPad handles most basic customer requests
AI Aloft Harlem Mgmt, Events Great idea but the cost is important -- would like exclusivity
AI Aloft Harlem Guests x5 Would use concierge, but use smartphones when no concierge present
AI Columbia Parents x4 No concierge services -- would like knowing where events are locally
Site Visits
JW Marriott Junior Mgmt In-house staff curate their own recommendations
JW Best Western Low-end FD/CN No concierge service -- stock flyers
JW Courtyard Marriot CN Outsource Outsourced to Continental (ticket broker)
JW Double Tree Hilton Guest (FL) Does not use CN -- does own research for ideas
JW Double Tree Hilton Drink at bar CN depends on person -- assume there are kickbacks
JW Fitzpatrick Hotel 2 FD/CN Have shelf ideas -- Google, Zagat for new requests
LS Residence Inn CN Outsource Old School concierge / will like to connect with younger generation
LS Marriot Courtyard PT CN/FD Does feel technology can improve his role, like one-on-one
LS Fairfield Inn FD, no CN Disinterested, rely on tech hardware at hotel
LS Hampton Inn FD, no CN Does not see problem, very disinterested with customer services
LS Comfort Inn General Mgmt Technology has changed the industry for the better
LS Comfort Inn FD, no CN Technology ruined sales that were done at hotel and commissions were lost
LS Columbia Club FD, no CN Business guests don’t need much a concierge / know the city
RC Double Tree Hilton CN Outsourcing Prevalent in NY
RC Comfort Inn General Mgmt Concierge Services depend on Size (>100 rooms)
RC Holiday Inn FD To Break-Even in concierge a property needs high turn-over rates
RC Holiday Inn CN Ticket Broker - not service oriented
RC Comfort Inn CN No training / barely spoke English
RC Double Tree Hilton General Mgmt High staff turnover / Works only within system


Customer Development > Day 2
What we learned

Outsourced Best
Concierges Western
Content is King are (BW)
where Customer ‘Distribution properties
Demographics Centers’ give BW
are aligned services

NY is a
Franchisor /
unique
Franchisee
market
Model


Day 1 Review:
• Hotel guests want local • Talked with hotel • Develop idea of “in house”
experiences concierge and hotel services (incremental revenue
managers generation to hotel) to
• Hotels want to improve complement “out of house”
their concierge services • Brainstormed business
model pivot: customized • Estimate hotel’s willingness
• Need not met: Hotels solutions (not repeatable to pay for service
don’t have dedicated or scalable?) -> standard
concierge services or have concierge database and • Define what are the
underperforming ones platform (satisfy the sources of best content
largest need) (known, reliable, repeatable)
• The best way to deliver
local NY content to • Segmented market and
tourists/users was through defined target market as
real-time “QRators” 2nd-tier, urban hotels


Customer Development > Day 1
What we learned
CRM
Referral solutions
system is exist, but
Concierges
Grey, but limited
are Level 3
Concierge doesn’t tracking of
employees
Services are apply off-site
‘Key’ part of across the guest
Guest board activities
Services
In-house vs. Concierges
outsourced are moving
Concierges towards
unions



TAM
$1.7 billion

SAM
$541 million

TM
$108 million

Assumption:
Segmented hotels will spend $1 per room in concierge / customer service


QRator+ The engine that drives Customer
Loyalty at your hotel

Have feedback for us? Please e-mail Rod: rchiari13@gsb.columbia.edu Service Mock-Up

Customer Loyalty drives $

QRator+
Delivers loyalty by allowing you to learn about
your customers
Knowledge = Service Improvements = Loyalty


QRator+ in action - Reservation

Link (White Label) to
QRator+ smartSurvey


QRator+ in action – Confirmation E-mail

Link (White Label) to
QRator+ smartSurvey


QRator+: smartSurvey
What image best describes your food taste?


QRator+: smartCuration


QRator+: smartProfile


stores Mr. Smith’s profile and
QRator+ screens for future activities at
locations where Warwick has
properties


QRator+ drives Customer Loyalty

QRator+ +
May 2013
Mr. Smith
Targeted promotional communications to customers

+ Superior service

Loyal Customers


Team h q rator+ day 5 v5

Recommended

Recommended

More Related Content

Similar to Team h q rator+ day 5 v5

Similar to Team h q rator+ day 5 v5 (20)

More from Stanford University

More from Stanford University (20)

Recently uploaded

Recently uploaded (20)

Team h q rator+ day 5 v5

Editor's Notes