EAHQ Issue 6, April 2016

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E A HQ April 2016 | Edition 06

The Best Luxury Services are Customised, not Standardised!

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elcome to the 6th Edition of the EAHQ. In this edition I would like to share with you some thoughts on a very topical subject for the 5 star hotel industry in Dubai, the concept of luxury service. In my most recent Harvard Business Review article I argue that many any of us are familiar with the debate on whether the hotel industry should provide customised or standardised services to our consumers. There are many arguments both for and against standardisation but at Dorchester Collection we feel that when it comes to providing luxury experiences the best services are those that are customised. Let’s look at the following scenario: You check into your $1,000-a-night luxury suite. Your bathroom is lovely, stocked with shampoo, body wash, lotions, soaps. Your towels are plush, plentiful, neatly folded. This is great. But where’s the hair spray? You have a meeting in an hour. You need hair spray. You call the front desk. The front desk says, “We sell that in the gift shop, madame.” That’s not good enough. Why isn’t there hair spray in your bathroom? It’s not there because: a) it most likely wasn’t on the mystery shopper checklist from a ratings agency — such as AAA or Forbes Travel Guide – engaged by the hotel company to help it guarantee the consistency of its service, and b) the hotel has neither developed nor leveraged customer data at a level of granularity required to know that you are 1) a woman and 2) in town on business. To do that, the hotel needs to know you on a much deeper level by leveraging data and turning that data into information it can use to deliver a customized experience. It can’t rely on a checklist. Mystery shopper checklists are used not only in the hospitality industry, but also in automobile, restaurant, and retail businesses, among others. Businesses design standard processes to make sure they get good ratings by

Angela Anthonisz, Editor Rohit Srivatsa, Research Associate

checking all the boxes on the agencies’ lists. These ratings are then used by company marketing departments to impress customers, thereby driving volume and revenue. These ratings cannot be ignored. Get a bad one, and your competition will use it to sell against you. However, trying to provide luxury service by implementing standardized processes that will ensure compliance, with checklists designed by third parties that do not know your business as you do, will inevitably fail to address individual customer needs. These kinds of checklists address the fundamentals of good service — but meeting the requirements of the ratings agencies with standardized processes will inevitably disappoint the individual that you, as a luxury business, most need. Catering to the individual is what defines luxury; in the luxury segment, it is the critical competitive differentiator. The challenge for any business seeking to deliver a luxury experience is to be knowledgeable enough to go beyond the standard, to have hair spray for the person who needs it whether or not it’s on a checklist. It’s not easy, and it may not be appropriate for businesses catering to a mass audience. However, it is the challenge that Dorchester Collection has set for itself as a luxury service company, and as global director of guest experience and innovation for our iconic hotels, it’s my challenge.

Ana Brant, Director of Global Guest Experience & Innovation for the London-based, Dorchester Collection.

In this Edition WELCOME MESSAGE BY ANA BRANT IN FOCUS: INDIA HITS THE NO.1 SPOT ECONOMIC OUTLOOK INNOVATION, INNOVATION, INNOVATION! IS DUBAI READY FOR A MICHELIN GUIDE? VAT - IMPLICATIONS FOR THE HOTEL INDUSTRY IN THE UAE MEGA PROJECTS IN THE UAE

April 2016 | Edition 6


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EAHQ Issue 6, April 2016 by The Emirates Academy of Hospitality Management - Issuu