CASE STUDY: Hotel loyalty programmes

2012/01/02  by HotelierMiddleEast.com staff

Programme personalisation (會員制個人化)

In other words, the personal approach and understanding the customer needs is what matters. Kent Cooper has seen this in regard to the Fairmont President’s Club, stating: “We see that consumers are thinking about luxury in a more personal way, how it relates and reflects upon them, and how the purchases can be experiences, investments, or even small rewards. What we wanted to do with FPC was more fully engage with our two top-tier member groups by increasing the relevancy of the benefits available and surprising them with unexpected benefits, while speaking to our entire membership base through tailored communication and offerings around key passions that they themselves choose.
換言之，個人化方式以及了解顧客需求確實大有關係。費爾蒙酒店中東暨非洲的區域酒店業務副總裁 Kent Cooper 針對其費爾蒙總統俱樂部 (FPC)亦有同感地表示：「我們發現消費者思索著更個人化的奢華體驗及其如何與他們產生關聯與回應，也思考著所購買的服務與商品該如何成為體驗、投資，甚至是小小的獎勵。我們對於費爾蒙總統俱樂部的期望是藉由增加可得福利的關聯性和預料之外的驚喜福利來更全面地經營我們的高端客群，而當談及我們整個會員制的基礎時，我們是針對會員的主要熱愛事物來提供客製化的溝通管道與優惠。」

“Interestingly, the passions our members gravitated towards did not vary greatly from region to region. The main passions of our members in Canada were the same as they were in China and the UAE,” observes Cooper.
Kent Cooper也觀察到：「有意思的是，我們會員所喜愛的事物並未因地域的不同而有極大的差異。加拿大會員的主要愛好與中國及阿拉伯聯合大公國會員的愛好是相同的。」

A key trend for Sirius last year was a change in customer behavior.
卓美亞天狼星會員忠誠計劃去年(2011年)發現在顧客行為變化方面有項關鍵趨勢。

“We have noticed that members respond to exclusive campaigns where we offer bonus points rather than availing a reduced redemption offer. This has changed since 2009 where members would grab reduced redemption offers to burn their accumulated points,” explains Ayman Al Deik, group director of brand loyalty and acquisition at Jumeirah.
卓美亞酒店集團品牌忠誠計劃與會員召募的團體總監 Ayman Al Deik 解釋道：「我們注意到會員只對贈送額外點數而非兌換獎勵的獨家活動有所回應。這改變從2009年開始，在此之前，會員都消耗所累積的點數來兌換獎勵。」

Looking into the future, Ayman continues: “Prior to 2009, high-end luxury hotel chains didn’t necessarily have a published loyalty programme and tended to recognise their loyal customers through a CRM initiative or an invitation-only programme. Currently, we have seen several high-end brands launch their own loyalty programmes, while others are also pushing to acquire new members. The market clearly indicates that customers are keen to know what they are entitled to by being loyal to a brand.”
展望未來，Ayman Al Deik繼續補充道：「在2009年以前，高端奢華酒店集團未必要推出顧客忠誠計劃，而是傾向於藉由主動積極的客戶關係管理或邀請制會員來辦識其忠誠顧客。目前我們已看到幾個高端的酒店品牌推出自家的會員制，至於其他集團則持續推廣召募新會員。消費市場清楚地顯示出顧客亟欲知道成為某家酒店集團的會員將有何權利。」

Technology also reigns as a future prediction across the board: “With the evolution of technology, we predict more and more digital solutions,” adds Landais at Accor.
科技同樣也全面掌控著對於未來的預測。雅高酒店集團的中東區管理總監 Christophe Landais 附帶提到：「憑藉著科技革新，我們能預測越來越多的數位解決方案。」

In You Gov’s Oracle study of Travel in the Middle East, North Africa and Subcontinent 2011, just 7% of respondents are loyalty members of a hotel. While this is a low figure, it would indicate that there’s plenty of scope in the region for loyalty programmes to develop.
根據 YouGov Oracle在2011年針對中東、北非及次大陸地區所做的旅遊研究指出，僅有7%的受訪者是酒店會員制的會員。雖然這數據相當低，但這也表示在地區仍有很大的空間來發展推廣酒店忠誠會員制度。

Continue to next page to see our five hotel  loyalty programme case studies… 
接下來是五個酒店客戶忠誠計劃的個案研究…