CASE STUDY: Hotel loyalty programmes

2012/01/02  by HotelierMiddleEast.com staff

* 筆者: 在2015年曾刊登過本文的姐妹文章(按此)，其文章內容是關於三個國際連鎖酒店集團不採行會員制的原因，但卻一直未能將「姐姐文」即大多數採行會員制的酒店集團之專文分享出來。特此時機刊登，或許對於長期流於客戶資料建檔或者是有付費門檻的台灣旅館會員制而言，是個借鏡與參考。「我們會員都是VIP中的VIP，採邀請付費制的！」「我是你們飯店的會員，總可以給些折扣吧？」前者試圖以「80/20法則」關注能帶來80%業績收益的20%客群，那其他人是…？(因為其他人不重要，所以不用唸三遍？那也學李婉鈺大喊「我好痛！」好了 ) 而後者所指的「會員」常是個網頁上的功能按鍵(因為好像要加入會員才能訂房，但其實旁邊就有個「非會員訂房」)，而消費者誤以為會有後續的特別優惠與折扣，但實際上除了成為資料庫的一個檔案之外，只有一般人都可享有的優惠，所以還要花時間登打個人資料？做白工?!

Few people would disagree that the last two or three years have been incredibly challenging for the hotel industry. However, it’s during such times that creativity and innovation come to the forefront to answer the question ‘how can we fill our hotel?’
大概也只有少數人才不同意過去二至三年來(以2012年為基準而言)對於旅館業而言是個前所未有的挑戰。然而，這正是創新現前的時機來解答「我們該如何充實自家酒店？」的問題。


Click here to jump straight to the five at-a-glance case studies
(按此直接前往五個酒店集團會員制的概述)

For many hotel chains, the loyalty programme is an integral part of the answer and the Middle East has witnessed a variety of initiatives for generating repeat business in 2011. These range from some chains introducing an existing programme to the region to extending a programme to go beyond the rooms segment to capture and reward non-residential spend. While such initiatives are applaudable, at the end of the day, it’s all about results, which are measured in a variety of ways depending on the objective.
對於許多國際連鎖酒店集團而言，客戶忠誠計劃(會員制)是上述解答不可或缺的一部份，而HotelierMiddleEast.com 也注意到在2011年間促使顧客願意回流的各種方式。舉凡某些連鎖酒店集團將既有的會員計劃推廣至特定地區，抑或是針對住宿以外的消費提供獎勵積點。雖然上述方式值得喝采，但最終還是要看其實施的成效，而這要依據不同目的來做不同方式的檢測。

Christophe Landais, managing director for Accor Middle East explains the strategy and measurement criteria for Accor’s A|Club: “The main strategy is focused on three objectives: to raise awareness of the programme within the region, recruit additional members and strengthen the loyalty of our clients by developing repeated business. We measure our success with the progression of the number of members we have, which will reach 8 million worldwide by the end of 2011 and also by the number of active members, representing 41% as of November 2011.
雅高酒店集團的中東區管理總監 Christophe Landais 說明其 A|Club (現今已更新為Le Club AccorHotels – 雅高樂雅會) 的策略及評測標準：「我們主要的策略著重於三個目的 ─ 引起當地對於樂雅會的關注、召募新會員以及藉由發展回流的生意來強化客戶的忠誠度。我們以會員數量的進展來衡量我們的成功，到2011年為止我們全球會有800萬名雅樂會會員，而其中有40%的活躍會員。」

“As a leader in the hospitality industry in Europe, Accor’s ambition is not only to attract more members from this region, which represents 54% of our members, but also to open new frontiers for our reward programme to support our hotel development in Asia-Pacific, Middle East and South America.”
「身為歐洲酒店業的領導品牌，雅高酒店集團的企圖並不僅只於吸引更多的當地會員(佔54%的會員總數)，同時也為我們的會員獎勵計劃來開發新領域以支持我們在亞太區、中東區及南美洲的酒店發展。」

Part of the strategy of Sirius, Jumeirah Group’s Recognition and Rewards Programme, was to increase the number of local enrollments to support the ‘lifestyle’ elements such as food and beverage, spa, and the Wild Wadi Water Park. Measuring success through the number of new members with a target of 15,000 to 20,000, the 2011 campaign increased enrollment through the Sirius website by 78% month-on-month comparison, after initiating the campaign.
卓美亞酒店集團的認可與獎勵計劃 Sirius (天狼星，地球夜空中最亮的一顆恆星)，其策略的一部份在於增加在當地會員的數量以支持全球尊貴獨有的生活風格要素，舉凡餐飲、水療及瘋狂河道水上樂園的玩樂皆是。檢測策略成功的目標門檻是新增會員達一萬五千至二萬名，在2011年推出卓美亞 Sirius 會員制廣告後，在逐月比較之下，有78%的新增會員是經由官方網站所登錄的。

With such results, it’s no wonder that hotel brands are commending the loyalty programme as an integral part of their business development strategy, but it’s important to ensure that key factors are taken into consideration when measuring success.
上述酒店集團獲得如此成果，無怪乎國際連鎖酒店集團都把推行客戶忠誠計劃作為集團事業發展策略中不可或缺的一部份，然而，重點在於檢測成果時，要確保關鍵的因素有列入考量之中。

“Our loyalty programme, the Fairmont President’s Club (FPC), is more than a set of benefits and offerings; it is the way we do business and how we treat our most important customers. It is an extension of the brand’s message and voice and how we earn the loyalty of our guests — indeed it is an integral part of our marketing and guest satisfaction efforts,” reports Kent Cooper, vice president of regional hotel sales for Fairmont Middle East and Africa.
費爾蒙酒店中東暨非洲區的區域酒店業務副總裁 Kent Cooper 表示：「我們的客戶忠誠計劃─費爾蒙總統俱樂部(FPC)─ 不僅是一套福利優惠獎勵，這計劃是我們經營事業以及款待貴賓的方式。這是我們品牌訊息、形象的延伸與我們贏得顧客忠誠的方式。它確實是我們在行銷和顧客滿意的努力上必要的部份。」

Farrah Ismail, director of sales and marketing at Millennium Airport Hotel Dubai, agrees, adding: “A good loyalty programme should offer value to both the guest and the hotel. Redeeming points should be easy and they should be redeemable at all the group’s hotels to build brand loyalty and recognition. If a loyalty programme is done well, it will make a noticeable difference to the guest experience.”
杜拜(迪拜)千禧機場酒店的業務行銷總監 Farrah Ismail 認同說道：「一個好的客戶忠誠計劃應該為顧客與酒店雙方提供價值。獎勵積點的兌換須方便容易且能在整個酒店集團的所有據點適用，如此才能建立起品牌忠誠與認可。如果一個客戶忠誠計劃施行良好，這將對於顧客體驗有顯著差異。」

(未完待續)