Bourbon Hotels & Resorts

The watchword is customization. The customer increasingly wants to be recognized as unique and expects the company to be relevant in its offers. In this context, it becomes crucial to correctly understand who the customer is.

The critical point is to integrate all the data coming from the various points of contact to actually generate a complete view of the customer because today, the channels are numerous. Whether through the call center, WhatsApp, website chat, social media messages, face-to-face contact, emails, or clicks on ads, the customer relationship journey travels multiple paths that only, if they are integrated, can generate rich insights for product customization, price, promotion, communication, etc.

The omnichannel tools are there for that, but the big challenge is still structural!

Many companies, even with a great omnichannel tool and an advanced CRM still cannot direct customer-centric actions.

"Monitoring the behavior of the customer is crucial to guide changes in the product, in the communication, and in the relationship with the customer"

What determines the strategy is the customer. Who is our customer, or rather, what are the current clusters, and which ones do we want to conquer? Do I want to work with all the current clusters, or will I focus only on the most profitable ones? This requires a well-built DataLake, daily work of enrichment and sanitization of data, and finally, an active BI, which delivers dashboards with different scenarios and their projected results.

It sounds simple, but when I say it's cultural, I'm even referring to how companies are structured.

There is the product area, which defines what will be offered, and the call center area, which interacts with customers. And the marketing area generates the campaigns and communication pieces with the customer. CRM, in some cases, is within the framework of marketing, but in other cases, it is not. Therefore, in practice, each area of these has its KPIs and develops a parallel work. But if the center of the issue is the customer, all these areas should guide their actions with the insights of the CRM area.

The current market is dynamic and requires great agility for changes. Monitoring the behavior of the customer is crucial to guide changes in the product, in communication, and in the relationship with the customer.

In the hotel segment, where experience is a decisive factor for customer satisfaction, it is even more necessary to integrate channels so that the reception and the call center can feed the database with relevant information for the relationship journey of the CRM team to be relevant and assertive.

Finally, the one-to-one campaign for the personalized experience and the unique relationship is only possible not only with the integration of the areas but also with the correct prioritization of CRM data in the planning of the operations area, revenue management, sales, marketing, communication, and customer service.