Customer Relationship Management Assignment
Content
Customer Relationship Management
In
Indian Hospitality Industry
Submitted To:
Date Submitted
Dr. Reeti Agarwal
05/01/2014
Submitted By:
Namita Bohra
[JL12PGDM096]
Rohit Pal
[JL12PGDM126]
Shailesh Tiwari
[JL12PGDM135]
Suyash Misra
[JL12PGDM162]
Saumya Pandey
[JL12PGDM182]
INTRODUCTION
We wish to express our sincere gratitude to Dr. Reeti Agarwal for mentoring us and
providing us with immense help till the completion of this project.
Here we also take opportunity to record a good team work which forms the basis of this
projects completion.
Table of Contents
Indian Hospitality Industry ........................................................................................................... 1
Introduction ...................................................................................................................................... 1
CRM Practices in a Whole Industry .............................................................................................. 2
CRM Practices in Hotel Industry ................................................................................................... 3
Introduction ...................................................................................................................................... 6
Indian Hotel Company Limited (Oberoi Group of Hotels) ............................................................ 6
CRM Practices in Oberoi Group of Hotels .................................................................................... 6
Introduction ...................................................................................................................................... 8
East India Hotels Limited (Taj Group of Hotels) ........................................................................... 8
CRM Practices of East India Hotels Limited .................................................................................. 8
Conclusions..................................................................................................................................... 11
THE OBEROI ................................................................................................................................ 11
THE TAJ ....................................................................................................................................... 11
RECOMMENDATIONS ..................................................................................................................... 12
Indian Hospitality Industry
Introduction
The Indian tourism and hospitality industry has emerged as one of the key industries driving
growth of the services sector in India. Tourism in India has registered significant growth in the
recent years and the country has tremendous potential to become a major global tourist
destination.
Indian tourism industry is thriving due to an increase in foreign tourist arrivals and greater
number of Indians travelling to domestic destinations than before. In the past few years the real
growth has come from within the domestic sector as around 30 million Indians travel within
the country in a year. Strong growth in per capita income, rising young population coupled
with changing lifestyles are leading to greater expenditure on leisure services.
Hotels are an important component of the tourism product. They contribute in the overall
tourism experience through the standards of facilities and services offered by them. The
fortunes of the hospitality industry have always been linked to the prospects of the tourism
industry and tourism is the foremost demand driver of the industry.
Travel & tourism’s contribution to capital investment is projected to grow at 6.5 per cent per
annum during 2013-2023, above the global average of five per cent. The tourism policy of
Government of India aims at speedy implementation of tourism projects, development of
integrated tourism circuits, special capacity building in the hospitality sector and new
marketing strategies
Usage rate or its inverse "vacancy rate" is an important variable for the hospitality industry.
Just as a factory owner would wish a productive asset to be in use as much as possible (as
opposed to having to pay fixed costs while the factory isn't producing), so do restaurants, hotels,
and theme parks seek to maximize the number of customers they "process" in all sectors. This
led to formation of services with the aim to increase usage rate provided by hotel consolidators.
Information about required or offered products are brokered on business networks used by
vendors as well as purchasers.
In looking various industries, "barriers to entry" by newcomers and competitive advantages
between current players are very important. Among other things, hospitality industry players
find advantage in old classics (location), initial and ongoing investment support (reflected in
the material upkeep of facilities and the luxuries located therein), and particular themes adopted
by the marketing arm of the organization in question (for example at theme restaurants). Very
important is also the characteristics of the personnel working in direct contact with the
customers. The authenticity, professionalism, and actual concern for the happiness and wellbeing of the customers that is communicated by successful organizations is a clear competitive
advantage.
1
The Indian hotel industry is experiencing increased globalization, competition, higher customer
turnover, growing customer acquisition costs and rising customer expectations, meaning that
hotels performance and competitiveness is significantly dependent upon their ability to satisfy
customer efficiency and effectively. In the hotel industry the basic products (rooms) are very
similar, when comparing the same quality level the customer focuses are on soft factor like
personal treatment, personalization, one to one marketing and attention by the hospitality
professions. The hotel industry enjoys easy data access as the guests need to register their name
and address during check-in and in some countries, guests even need to provide their passport
data and more detailed private information. In addition, people are very likely to share their
personal preferences with hotel staff to make their stay more enjoyable. The hotel can make
use of this database combined with IT and give the guests a unique experience. They can
establish a close relationship with customers and meet their needs perfectly. In order to be able
to compete on a highly competitive market a hotel has to meet every single customer's needs
and expectations. To do this it is important to understand the aspects of business performance
that persuade customers to become repeat purchasers and to exhibit behavioral loyalty as it
costs five to ten times more to sell to a new customer than to an old customer. To enhance
profitability and guest satisfaction and loyalty, the organizations (hotels) should focus on
implementing Customer Relationship Management (CRM) strategies that aim to seek, gather
and store the right information, validate and share it throughout the organization. Dominici and
Guzzo (2010) said that to be successful in the market it is not sufficient to attract the new
customers but to concentrate on existing customers implementing effective policies of
customer satisfaction and loyalty. Appiah and Kingsley (2010) stated that as the world
economy is becoming globalized, competition has intensified and the differences in products
have faded. Consequently, businesses have become fixated on customer relationship
management (CRM) as it has become a central orienting point with organizations increasingly
focusing on managing customer relationships as a strategic capability to achieve market
leadership and profits. Parvatiyar and Sheth (2001) in their conceptual framework said that the
two most important process of Customer Relationship Management include proactive customer
business development and building partnering relationships with the most important customer.
CRM Practices in a Whole Industry
CRM is about managing customer knowledge to better understand and serve them. It is an
umbrella concept that places the customer at the center of an organization. Customer service is
an important component of CRM: however CRM is also concerned with coordinating customer
relations across all business functions, points of interaction, and audiences. CRM can bring a
lot of benefits for hotels such as customer satisfaction and loyalty, increase in revenues,
decrease in costs, and a sustainable competitive advantage. CRM involves the integration of
technology and business processes used to satisfy the needs of a customer. In terms of IT, CRM
is defined as “a Pacific Business Review International Volume 5 Issue 12 (June 2013)72
enterprise wide integration of technologies and functions such as data warehouse, websites,
intranet/ extranet, telephone support system, accounting, sales, marketing and production”. In
other words, CRM is a notion regarding how an organization can keep their most important
2
customers and at the same time reduce costs, increase the values of interaction to consequently
maximize the profits”.
CRM Practices in Hotel Industry
Scrubbing data means standardizing the address and other crucial fields to ensure mail ability.
Standardized data is crucial to support effective house holding (the process of matching
similar records into a single customer master record or into creating a new master). A related
requirement is NCOA matching, periodically passing records through the National Change of
Address database, to identify people that have moved and told the postal service, but not you.
A number of software vendors offer licensed or hosted solutions to data
hygiene challenges. Some are shrink-wrapped and some are large- applications. Group 1
Software, well established in the gaming segment of the industry, offers a broad range of data
quality and CRM tools to optimize the mail ability of every record in your system. Finally,
guest profiles and preferences change over time. A complete CRM strategy needs a vehicle for
updating the profile accessible to both the guest and to staff.
Channel Integration and Consistency
Many of today’s consumers prefer to conduct transactions over theInternet. As long as the
Web-based front-end systems are integrated into the other systems (PMS and CRS for
example), this is a good thing for the hotel enterprise. Some travelers would prefer to speak to
a live reservations agent, whether at the property or in the central reservations office. The key
thing for the hotel company is to ensure that the guest receives the same recognition and
differential treatment no matter what channel they prefer to use to interact with the firm. Just
as we strive to offer consistent rate and availability from all channels, we must strive for
consistent guest recognition from all channels. Likewise, as we work for channel integration in
guest recognition, so must we reach for it in service delivery. Integrating many of the various
hotel management functions at the database level is one strategy that has been attempted by
several industry stalwarts.
Ranking and Discrimination
Some customers are worth more to your business than others and you need to invest more of
your scarce resources in the most valuable customers, and less in the others. This strategy is
perhaps the most difficult element of CRM for hoteliers to accept, but it is absolutely essential.
While the grandtradition of hospitality is to value every guest and deliver outstandingservice
to all of them, in practice it simply isn’t possible. Furthermore, there are certainly toxic
customers that are simply bad for your business and you want to make sure they don’t come
back. Ask any casino about their black-list policies…certainly a legitimate form of CRM
inaction. There are any number of ranking methods available to the industry,
among them frequency program production, recency/frequency/ money (RFM) scores or
simply number of room nights. Siebel’s Dunham said, “Whatever scoring metric makes the
most sense for your organization, you must include a multi-channel strategy to advise the agent
on the right product bundle at the right price to that high- or low-value guest at the right moment
3
in order to cross-sell or upsell them. That is one way a complete CRM strategy drives top-line
revenue.”
Two-way Personalized Dialogs
This area is perhaps the most exciting and potentially rich CRM strategy active today. Rather
than
relying
on
mass-market
advertising
or
segmentednewsletters to members of a frequency program, this element pursuespersonalized
communications with customers as individuals, with content specifically about the customer’s
interests and preferences. Most of these communications include a tangible and specific call to
action, encouraging the customer to do something with the communication, thus establishing a
two-way dialog. These dialogs serve both to reinforce the connection between the firm and the
customer and to provide opportunities for more information and sales with the customer.
Customer Relationship Management Software for the Hotel Industry
Guest
Ware
is
a
unique
Customer
Relationship
Management
System
(CRMS)
designed
specifically
for
the
lodging
industry
to
provide
personalized guest recognition and exceptional service quality. Leadinghotel management co
mpanies
use
Guest
Ware
to
improve
guest.satisfaction,
lower
operating
costs,
build
guest
loyalty,
and
increase
revenues.
Guest Ware is installed in over seven hundred hotels and resorts worldwide; including Marriott
International, Kimpton Hotel Group, Hyatt Hotels, Star wood and many independent hotels
and resorts.
Marketing Solution - The CRM Approach
Now more than ever, it is critical for hospitality sales and marketingprofessionals to maximize
their return on investment (ROI) in marketing. Experts agree targeted marketing to existing
customers is the best way to increase marketing ROI. Most industry consultants estimate the
cost of finding a new customer is between 5 and 10 times the cost of retaining an existing
customer.
Improvement Analysis - Implement Process Improvement
Industry surveys show that guests are less likely to return if they
experiencea problem during their stay. Guest Ware’s Improvement Analysis toolsprovides with
the
information
to
eliminate
recurring
problems
and
keepguests coming back, so to lower operating costs and increase guestsatisfaction at the same
time.
Comment Card Tracking - Listen to your Customers
Customer survey on restaurant or an extensive questionnaire of guests, the Guest Ware
Comment Card Tracking system assists to manage customer feedback. Guest Ware will
improve productivity in the follow-up process and provide valuable management reports to
maximize the benefits of your surveys.
4
Communications Server - Two-way Messaging
The Guest Ware Communication Server integrates two-way messaging (or other types of textbased messaging) with Guest Ware’s Rapid Response. It allows staff to receive and close
requests and maintenance issues from a pager or cell phone. The software helps streamline
service delivery and use’s existing e-mail systems or a modem to communicate with most twoway messaging devices.
5
Introduction
Indian Hotel Company Limited (Oberoi Group of Hotels)
The Oberoi and Trident are two brands of five star hotels operated and owned by the Oberoi
Hotels & Resorts located in several cities in India and across the world. When located together
in a single complex, they are collectively called Oberoi Trident.
The Oberoi Group is a hotel company with its head office in Delhi. Oberoi, founded in 1934,
owns and/or operates 30 hotels and three cruisers in five countries. It remains one of the most
decorated hotel chains in the world with many of its group hotels bagging various awards and
accolades from Travel Leisure, Condé Nast Traveler, Forbes and Galileo.
CRM Practices in Oberoi Group of Hotels
Customer Relationship Management Function has been prevalent in the hotel industry since
the
inception
of
the
concept
of
boarding
and
lodging.The Oberoi has enjoyed a superior position regarding its core product offering and
supporting services. It has an excellent brand value which it consistently reinforced by
delivering exceptional services. The Oberoi, over the years, has acquired an outstanding brand
value which would help sell the hotel solely on its name. Oberoi has a very loyal patronage
from its guests, which has ensured a high market share in the high-end segment of the market,
which they cater to. Oberoi has, thus, been charging a premium for the value that its guests
derive from its services. Till about five years back, The Oberoi did not have any competition
and sales and marketing team did not have to sweat it out to acquire and attract potential clients.
Today is a changed scenario. Because of globalization, India has seen the entry of International
hotel chains, there has been a lot of pressure on the sales and marketing team to perform. Oberoi
has seen its market share eroding due to price wars and cost cutting amongst the five star
hotels. The loyal guests of The Oberoi have started switching due to similar international
standards
of
services
available
at
cheaper
rates.
The
Oberoi is thus working hard to sell its services since the product has become generic in nature
According to the Oberoi the terms-Customer Relationship Management and Relationship
Marketing are used interchangeably therefore they do not have a separate CRM department as
the outlining functions of the CRM process are integrated in the Sales and Marketing operation
They use a variety of after sales tactics for customer bonding and loyalty. Co-operative and
collaborative
relationships
with
customers
seem
to
be
themost prudent way to keep tracks their changing expectations andappropriately influencing
it. The Oberoi has ensured the above by the various ‘end user’ and ‘booker’ programs such as:
Top – The Oberoi Plus
This is an end-user program with an enrollment fee of Rs.575 only. It is beneficial for guests
who use the services of the hotel. Each time a guest spends, he accumulates points which can
be redeemed for any services of the hotel. By enrolling and rewarding customers with the
help of thisprogram, the hotel ensures that a greater bonding towards longtermcustomer retention.They have also tied up with the airlines forinterchangeable redemption
of points.
6
Connections – Bookers’ Program
Bookers are an important link in materializing an actual sale therefore they need to be kept
motivated to push the hotel when the reservations are made by a corporate account. Each time
a booker gives as reservation to the hotel he gets credit points for that and which can be
redeemed for gifts or any hotel services.
Food Festivals
The Oberoi conducts various food festivals at its Restaurants. Regularly and sends invitations
to its more profitable Clients.
Tie-Ups
The Oberoi invites top clients like CEO, Managing Directors and key decision makers of diff
erent companies to social evenings specially arranged to further enhance the Customer relatio
nship management functions.
Management Commitment
For many firms it takes years for the entire organization to begin, to demonstrate a customer
focus. It is difficult for employees to stay committed to customer focus when the chief
executive and the manger themselves are not dedicated to customer needs. What kind of
message do managers send workers if they tout “customer need recognition” as critical to
providing good customer service, yet don’t even know the names of their employees. On the
other hand think of the tone the mangers could set in an organization by making it a point to
warmly greet all employee by name. Management should set the pace by demonstrating how
to deliver internal and external customer satisfaction.
Internal customer is the employee who receives and uses the output from another person or
area. Treating this relationship with the same respect and attention given the external customer
relationship is the focus of the internal customer concept.
Companies are responsible for the expectations they create they should know how their
products, services, promotions, personnel, facilities and reputation affect customers. They
should know what their customers weigh this information. This process - how expectations are
created and formed in to standards by which an organizations performance is measured – can
be a valuable planning tool for management.
7
Introduction
East India Hotels Limited (Taj Group of Hotels)
Taj group of hotels is the largest chain in India- with several Hotels abroad also. The parent
Hotel-The Taj Mahal Hotel, Bombay is rated among the 10 best hotels in the world. The
founder of the house of Tata’s, Mr.Mansheti Nuser Wanji Tata, in 1894formed the Indian
Hotels
company
and
built
the
exquisitely
beautiful
Taj
Mahal Hotel in Bombay. The doors opened in 1903 and has been alandmark by the Gateway
of India ever since. In 1971, the 220 roomed Taj Mahal Hotels in Bombay was converted to
a325 Roomed hotel, and a multistory structure was built adjoining theoriginal property. In
1972, the Lake Palace at Diaper and Rambagh Jaipur was linked to the Taj and a Chain was
born. In 1974, a new company was floated, which created the Taj Coromandel in Madras. In
the same year the chain broadened with the acquisition of fort Aquada Beach Resort in
Goa...In 1976, Fisherman’s Cove was built which is 30 minutes drive fromMadras on the Bay
of Bengal with a Private Beach. In the same year, the Taj Group opened the Taj Flight Kitchen
in Bombay, Catering to both domestic and international flights.
The Taj group also has eight business Hotels spread over different corners of the country. There
are 20 Taj Leisure Hotels out of which 16 are in India and 4 are abroad. The Taj Group is
India’s one of the finest and largest hotel chain which is offering 48 hotels within 34 locations
across
the
subcontinent.
This
growthhas been as diversified as it has been impressive. In addition to itsadmirable luxury
hotels,
The
Taj
Group
includes
business
hotels,
beachresorts, palace, garden retreats and other comfortable accommodation.Talking about
Internationally, The Taj Group also has properties in key cities like London, New York,
Washington DC Chicago and also at locations in the Middle East and in African states. The
Taj group uniqueness lies in the sum of its parts in providing a
livingheritage of India, together with superlative comforts and its modernfacilities. All of these
things combine to make The Taj Experience a must.
CRM Practices of East India Hotels Limited
Taj Inner Circle
Taj Inner Circle, the frequent guest programme, allows guests to earnpoints whenever they stay
or dine at The Taj. Guests can then redeem their points for specially selected rewards like
complimentary stays at Taj hotels, resorts, and palaces.
Taj Epicure Plan
The Taj Epicure Plan is an optional add-on dining plan to the Taj Inner Circle. Members earn
Epicure points for expenditures incurred on food and beverages, at participating Taj restaurants
in India.
8
About the Taj Inner Circle
The Taj Inner Circle has three membership levels – Blue, Silver and Gold. Customers/Guests
join at the Blue level and start earning on their stay or dining or both expenses at all Taj
properties. To qualify for the Taj Inner Circle Silver membership level, customer need to
accumulate 250 points in any continuous 60-day period i.e. spend Rs.25, 000 (INR),
excluding taxes, in any continuous period of 60-days. Members who spend Rs.2,
00,000(INR), excluding taxes, in continuous 12-month period, will beautomatically upgraded
to Gold status. Gold card members enjoy enhanced privileges and accumulate points at a
faster rate i.e. they earn at the rate
of 1 point for every Rs.80 spent, excluding taxes. Gold and Silver cardmembers of the Taj
Inner Circle also enjoy a host of privileges like easier check-in check-out formalities,
discounts and priority wait-listing.
Members of the plan receive a "Smart" membership card for instantrecording, updating and r
edemption of points. Taj Inner Circle Bluemembers who opt for the Epicure Plan will be
automatically upgraded to the Silver level whereas members on the Silver or Gold tier will
continue to enjoy their existing membership levels.
Non-Taj Inner Circle members who wish to enroll on to the Epicure
Plan will receive a complimentary Taj Inner Circle Silver membership.Membership is available
at an annual fee of Rs. 2500, which is payable by credit card, cheque, or demand draft.
Enhanced benefits for Epicure Plan members
As a Silver level Epicure Plan member, one enjoys all the privilege extended against the Taj
Inner Circle Silver level membership. In addition, the member also receives the
following benefits. Free couple entry to the following Taj discotheques on Wednesdays:
Insomnia- The Taj Mahal Palace & Tower, Mumbai My Kind of Place- Taj Palace Hotel, Delhi
Free couple entry to the following Taj discotheques on Saturdays: T2- Taj Krishna, Hyderabad
Free couple entry to the following Taj discotheques on Sundays: Incognito- Taj Bengal,
Kolkata BENEFITS THAT CUSTOMERS ENJOY AS A SILVER & GOLD MEMBER In
addition to rewards, customers enjoy a host of privileges that have been created to enhance
customer’s experience at the Taj. From the moment customer check in at any of participating
hotels, they will be treated as a very special guest, in more than one way:
Customers will be greeted with flowers & fruits in their room
Check-in & departure formalities will be easier, faster & flexible
Receive special discount on rooms at Taj leisure hotels
Avail of double occupancy at no extra cost
Entitled to a priority wait-list
9
Points Redemption
Epicure points can be redeemed to settle stay or dining bills at participating Taj hotels in India.
Points will be instantly deducted from the accumulated points in the membership account.
Members can even entertain or holiday at exotic Taj hotels in exchange of Epicure points.
Redemptions for holidays are subject to availability and prior reservation. Participating Taj
hotels or restaurants can close out bookings for these redemptions. Please note that only Inner
Circle points can be accumulated at Rambagh Palace, Jaipur. Epicure points cannot be earned
at this hotel. Taj Epicure Diners Club Card: Experience the art of fine living with
thisexclusive card, guests can receive exclusive benefits across 43 Tajproperties and over 200
Taj restaurants.
10
Conclusions
THE OBEROI
The brand value that The Oberoi has created for itself is a result of its consistent delivery of
exceptional services to its customers. Traditionally, at The Oberoi, CRM and relationship
management has been considered to be single function, but to maintain its market share and
fight the competitive situation, the marketing department at The Oberoi is now focusing
on building co-operative and collaborative relationships with the customers with the result that
they have a loyal patronage from their guests, and are, thus, able to charge a premium for the
value
given
to
the
customers.
The CRM programs at the Oberoi include The Oberoi Plus for thecustomers and also for the
Bookers to motivate them. The Oberoi also organizes Food Festivals regularly and sends
invitations to its regular clientele and the top CEOs, MDs and business people to further
enhance the CRM functions’ effectiveness.
THE TAJ
The Taj Group is also investing heavily on CRM systems to maintaincustomer databank with
their
profiles
to
give
a
quicker
and
personalizedservice to their loyal clientele. The Taj gives high priority to guestsatisfaction.Th
ey even have an SMS service to keep track of lost/missed calls by the customers while they are
away. They have employed applications like PMS, CRS and CIS to keep track
of customers’ profiles which includes information such as their spendingpatterns and their
special needs also. They employ data mining technique to get and act on data and also give
credit to the employees who get compliments from the guests. Other reward programs include
Taj Inner Circle and the Epicure plan to give the customers a host of privileges as silver and
gold card holders. The challenge is to balance between the long-term goals and short-turn gains
Some key learning’s are:
Long turn, profitable relationships can be built when both, the service provider and
the customer, rise above the 'transaction' approach, and work in an atmosphere of
mutuality and trust.
Relationships, like real life, goes through ups and downs, and it takes a great amount
of maturity and courage to handle the 'lows'.
Relationships provide 'security'. Strategic bundling of services is a useful
methodology in this context
11
RECOMMENDATIONS
In this era of globalization where ‘Customer is the King’, customerexpectations are going up
which
is
making
the
situation
more
and
morecompetitive. As the product is becoming generic in nature, the hotelindustry can no longer
rely on the traditional marketing strategies to retain the customers. Customer Relationship
Management is one of the key tools to fight this cutthroat competition and stand out as
a superior brand. On the basis of the study, I would like to recommend some suggestions which
could be implemented profitably by the industry.
Surveys: Conducting monthly guest/customer surveys, club surveys, room comment
cards, toll free guest assistance centers can help in getting customer feedback and to
improve in the areas where there is a lag as suggested by the feedback.
Maintaining suggestion boxes at every touch point/point of interaction with the
customers.
Taking feedback not only from external customers but also the internal customers i.e.,
the employees.
Proper check on the hotel staff’s and processes’ efficiency by the management, say by
employing Mystery Customers.
Keeping regular track of the sales data for further leads and follow-up
Employing effective CRM software to improve guest satisfaction,
lower operating costs, build guest loyalty, and increase revenues.
Having Guest History programs- keeping a databank of customer profiles along with
such details as room preferences, amenities preferred, special requests, meal
preferences, wallet services, sending birthday cards to the loyal guests and even their
spouses them a hassle-free check-in procedure-like sending them pick-up and drop
facilities.
Employing an efficient system of complaints handling as complaints are the
opportunities to improve, to impress the customers and to turn complaining customers
into loyal ones.
Giving recognition awards to attract old customers.10.Giving the customers a more
personalized and empathic services as building good rapport with the customers goes a
long way in having satisfied and return customers.
12
In
Indian Hospitality Industry
Submitted To:
Date Submitted
Dr. Reeti Agarwal
05/01/2014
Submitted By:
Namita Bohra
[JL12PGDM096]
Rohit Pal
[JL12PGDM126]
Shailesh Tiwari
[JL12PGDM135]
Suyash Misra
[JL12PGDM162]
Saumya Pandey
[JL12PGDM182]
INTRODUCTION
We wish to express our sincere gratitude to Dr. Reeti Agarwal for mentoring us and
providing us with immense help till the completion of this project.
Here we also take opportunity to record a good team work which forms the basis of this
projects completion.
Table of Contents
Indian Hospitality Industry ........................................................................................................... 1
Introduction ...................................................................................................................................... 1
CRM Practices in a Whole Industry .............................................................................................. 2
CRM Practices in Hotel Industry ................................................................................................... 3
Introduction ...................................................................................................................................... 6
Indian Hotel Company Limited (Oberoi Group of Hotels) ............................................................ 6
CRM Practices in Oberoi Group of Hotels .................................................................................... 6
Introduction ...................................................................................................................................... 8
East India Hotels Limited (Taj Group of Hotels) ........................................................................... 8
CRM Practices of East India Hotels Limited .................................................................................. 8
Conclusions..................................................................................................................................... 11
THE OBEROI ................................................................................................................................ 11
THE TAJ ....................................................................................................................................... 11
RECOMMENDATIONS ..................................................................................................................... 12
Indian Hospitality Industry
Introduction
The Indian tourism and hospitality industry has emerged as one of the key industries driving
growth of the services sector in India. Tourism in India has registered significant growth in the
recent years and the country has tremendous potential to become a major global tourist
destination.
Indian tourism industry is thriving due to an increase in foreign tourist arrivals and greater
number of Indians travelling to domestic destinations than before. In the past few years the real
growth has come from within the domestic sector as around 30 million Indians travel within
the country in a year. Strong growth in per capita income, rising young population coupled
with changing lifestyles are leading to greater expenditure on leisure services.
Hotels are an important component of the tourism product. They contribute in the overall
tourism experience through the standards of facilities and services offered by them. The
fortunes of the hospitality industry have always been linked to the prospects of the tourism
industry and tourism is the foremost demand driver of the industry.
Travel & tourism’s contribution to capital investment is projected to grow at 6.5 per cent per
annum during 2013-2023, above the global average of five per cent. The tourism policy of
Government of India aims at speedy implementation of tourism projects, development of
integrated tourism circuits, special capacity building in the hospitality sector and new
marketing strategies
Usage rate or its inverse "vacancy rate" is an important variable for the hospitality industry.
Just as a factory owner would wish a productive asset to be in use as much as possible (as
opposed to having to pay fixed costs while the factory isn't producing), so do restaurants, hotels,
and theme parks seek to maximize the number of customers they "process" in all sectors. This
led to formation of services with the aim to increase usage rate provided by hotel consolidators.
Information about required or offered products are brokered on business networks used by
vendors as well as purchasers.
In looking various industries, "barriers to entry" by newcomers and competitive advantages
between current players are very important. Among other things, hospitality industry players
find advantage in old classics (location), initial and ongoing investment support (reflected in
the material upkeep of facilities and the luxuries located therein), and particular themes adopted
by the marketing arm of the organization in question (for example at theme restaurants). Very
important is also the characteristics of the personnel working in direct contact with the
customers. The authenticity, professionalism, and actual concern for the happiness and wellbeing of the customers that is communicated by successful organizations is a clear competitive
advantage.
1
The Indian hotel industry is experiencing increased globalization, competition, higher customer
turnover, growing customer acquisition costs and rising customer expectations, meaning that
hotels performance and competitiveness is significantly dependent upon their ability to satisfy
customer efficiency and effectively. In the hotel industry the basic products (rooms) are very
similar, when comparing the same quality level the customer focuses are on soft factor like
personal treatment, personalization, one to one marketing and attention by the hospitality
professions. The hotel industry enjoys easy data access as the guests need to register their name
and address during check-in and in some countries, guests even need to provide their passport
data and more detailed private information. In addition, people are very likely to share their
personal preferences with hotel staff to make their stay more enjoyable. The hotel can make
use of this database combined with IT and give the guests a unique experience. They can
establish a close relationship with customers and meet their needs perfectly. In order to be able
to compete on a highly competitive market a hotel has to meet every single customer's needs
and expectations. To do this it is important to understand the aspects of business performance
that persuade customers to become repeat purchasers and to exhibit behavioral loyalty as it
costs five to ten times more to sell to a new customer than to an old customer. To enhance
profitability and guest satisfaction and loyalty, the organizations (hotels) should focus on
implementing Customer Relationship Management (CRM) strategies that aim to seek, gather
and store the right information, validate and share it throughout the organization. Dominici and
Guzzo (2010) said that to be successful in the market it is not sufficient to attract the new
customers but to concentrate on existing customers implementing effective policies of
customer satisfaction and loyalty. Appiah and Kingsley (2010) stated that as the world
economy is becoming globalized, competition has intensified and the differences in products
have faded. Consequently, businesses have become fixated on customer relationship
management (CRM) as it has become a central orienting point with organizations increasingly
focusing on managing customer relationships as a strategic capability to achieve market
leadership and profits. Parvatiyar and Sheth (2001) in their conceptual framework said that the
two most important process of Customer Relationship Management include proactive customer
business development and building partnering relationships with the most important customer.
CRM Practices in a Whole Industry
CRM is about managing customer knowledge to better understand and serve them. It is an
umbrella concept that places the customer at the center of an organization. Customer service is
an important component of CRM: however CRM is also concerned with coordinating customer
relations across all business functions, points of interaction, and audiences. CRM can bring a
lot of benefits for hotels such as customer satisfaction and loyalty, increase in revenues,
decrease in costs, and a sustainable competitive advantage. CRM involves the integration of
technology and business processes used to satisfy the needs of a customer. In terms of IT, CRM
is defined as “a Pacific Business Review International Volume 5 Issue 12 (June 2013)72
enterprise wide integration of technologies and functions such as data warehouse, websites,
intranet/ extranet, telephone support system, accounting, sales, marketing and production”. In
other words, CRM is a notion regarding how an organization can keep their most important
2
customers and at the same time reduce costs, increase the values of interaction to consequently
maximize the profits”.
CRM Practices in Hotel Industry
Scrubbing data means standardizing the address and other crucial fields to ensure mail ability.
Standardized data is crucial to support effective house holding (the process of matching
similar records into a single customer master record or into creating a new master). A related
requirement is NCOA matching, periodically passing records through the National Change of
Address database, to identify people that have moved and told the postal service, but not you.
A number of software vendors offer licensed or hosted solutions to data
hygiene challenges. Some are shrink-wrapped and some are large- applications. Group 1
Software, well established in the gaming segment of the industry, offers a broad range of data
quality and CRM tools to optimize the mail ability of every record in your system. Finally,
guest profiles and preferences change over time. A complete CRM strategy needs a vehicle for
updating the profile accessible to both the guest and to staff.
Channel Integration and Consistency
Many of today’s consumers prefer to conduct transactions over theInternet. As long as the
Web-based front-end systems are integrated into the other systems (PMS and CRS for
example), this is a good thing for the hotel enterprise. Some travelers would prefer to speak to
a live reservations agent, whether at the property or in the central reservations office. The key
thing for the hotel company is to ensure that the guest receives the same recognition and
differential treatment no matter what channel they prefer to use to interact with the firm. Just
as we strive to offer consistent rate and availability from all channels, we must strive for
consistent guest recognition from all channels. Likewise, as we work for channel integration in
guest recognition, so must we reach for it in service delivery. Integrating many of the various
hotel management functions at the database level is one strategy that has been attempted by
several industry stalwarts.
Ranking and Discrimination
Some customers are worth more to your business than others and you need to invest more of
your scarce resources in the most valuable customers, and less in the others. This strategy is
perhaps the most difficult element of CRM for hoteliers to accept, but it is absolutely essential.
While the grandtradition of hospitality is to value every guest and deliver outstandingservice
to all of them, in practice it simply isn’t possible. Furthermore, there are certainly toxic
customers that are simply bad for your business and you want to make sure they don’t come
back. Ask any casino about their black-list policies…certainly a legitimate form of CRM
inaction. There are any number of ranking methods available to the industry,
among them frequency program production, recency/frequency/ money (RFM) scores or
simply number of room nights. Siebel’s Dunham said, “Whatever scoring metric makes the
most sense for your organization, you must include a multi-channel strategy to advise the agent
on the right product bundle at the right price to that high- or low-value guest at the right moment
3
in order to cross-sell or upsell them. That is one way a complete CRM strategy drives top-line
revenue.”
Two-way Personalized Dialogs
This area is perhaps the most exciting and potentially rich CRM strategy active today. Rather
than
relying
on
mass-market
advertising
or
segmentednewsletters to members of a frequency program, this element pursuespersonalized
communications with customers as individuals, with content specifically about the customer’s
interests and preferences. Most of these communications include a tangible and specific call to
action, encouraging the customer to do something with the communication, thus establishing a
two-way dialog. These dialogs serve both to reinforce the connection between the firm and the
customer and to provide opportunities for more information and sales with the customer.
Customer Relationship Management Software for the Hotel Industry
Guest
Ware
is
a
unique
Customer
Relationship
Management
System
(CRMS)
designed
specifically
for
the
lodging
industry
to
provide
personalized guest recognition and exceptional service quality. Leadinghotel management co
mpanies
use
Guest
Ware
to
improve
guest.satisfaction,
lower
operating
costs,
build
guest
loyalty,
and
increase
revenues.
Guest Ware is installed in over seven hundred hotels and resorts worldwide; including Marriott
International, Kimpton Hotel Group, Hyatt Hotels, Star wood and many independent hotels
and resorts.
Marketing Solution - The CRM Approach
Now more than ever, it is critical for hospitality sales and marketingprofessionals to maximize
their return on investment (ROI) in marketing. Experts agree targeted marketing to existing
customers is the best way to increase marketing ROI. Most industry consultants estimate the
cost of finding a new customer is between 5 and 10 times the cost of retaining an existing
customer.
Improvement Analysis - Implement Process Improvement
Industry surveys show that guests are less likely to return if they
experiencea problem during their stay. Guest Ware’s Improvement Analysis toolsprovides with
the
information
to
eliminate
recurring
problems
and
keepguests coming back, so to lower operating costs and increase guestsatisfaction at the same
time.
Comment Card Tracking - Listen to your Customers
Customer survey on restaurant or an extensive questionnaire of guests, the Guest Ware
Comment Card Tracking system assists to manage customer feedback. Guest Ware will
improve productivity in the follow-up process and provide valuable management reports to
maximize the benefits of your surveys.
4
Communications Server - Two-way Messaging
The Guest Ware Communication Server integrates two-way messaging (or other types of textbased messaging) with Guest Ware’s Rapid Response. It allows staff to receive and close
requests and maintenance issues from a pager or cell phone. The software helps streamline
service delivery and use’s existing e-mail systems or a modem to communicate with most twoway messaging devices.
5
Introduction
Indian Hotel Company Limited (Oberoi Group of Hotels)
The Oberoi and Trident are two brands of five star hotels operated and owned by the Oberoi
Hotels & Resorts located in several cities in India and across the world. When located together
in a single complex, they are collectively called Oberoi Trident.
The Oberoi Group is a hotel company with its head office in Delhi. Oberoi, founded in 1934,
owns and/or operates 30 hotels and three cruisers in five countries. It remains one of the most
decorated hotel chains in the world with many of its group hotels bagging various awards and
accolades from Travel Leisure, Condé Nast Traveler, Forbes and Galileo.
CRM Practices in Oberoi Group of Hotels
Customer Relationship Management Function has been prevalent in the hotel industry since
the
inception
of
the
concept
of
boarding
and
lodging.The Oberoi has enjoyed a superior position regarding its core product offering and
supporting services. It has an excellent brand value which it consistently reinforced by
delivering exceptional services. The Oberoi, over the years, has acquired an outstanding brand
value which would help sell the hotel solely on its name. Oberoi has a very loyal patronage
from its guests, which has ensured a high market share in the high-end segment of the market,
which they cater to. Oberoi has, thus, been charging a premium for the value that its guests
derive from its services. Till about five years back, The Oberoi did not have any competition
and sales and marketing team did not have to sweat it out to acquire and attract potential clients.
Today is a changed scenario. Because of globalization, India has seen the entry of International
hotel chains, there has been a lot of pressure on the sales and marketing team to perform. Oberoi
has seen its market share eroding due to price wars and cost cutting amongst the five star
hotels. The loyal guests of The Oberoi have started switching due to similar international
standards
of
services
available
at
cheaper
rates.
The
Oberoi is thus working hard to sell its services since the product has become generic in nature
According to the Oberoi the terms-Customer Relationship Management and Relationship
Marketing are used interchangeably therefore they do not have a separate CRM department as
the outlining functions of the CRM process are integrated in the Sales and Marketing operation
They use a variety of after sales tactics for customer bonding and loyalty. Co-operative and
collaborative
relationships
with
customers
seem
to
be
themost prudent way to keep tracks their changing expectations andappropriately influencing
it. The Oberoi has ensured the above by the various ‘end user’ and ‘booker’ programs such as:
Top – The Oberoi Plus
This is an end-user program with an enrollment fee of Rs.575 only. It is beneficial for guests
who use the services of the hotel. Each time a guest spends, he accumulates points which can
be redeemed for any services of the hotel. By enrolling and rewarding customers with the
help of thisprogram, the hotel ensures that a greater bonding towards longtermcustomer retention.They have also tied up with the airlines forinterchangeable redemption
of points.
6
Connections – Bookers’ Program
Bookers are an important link in materializing an actual sale therefore they need to be kept
motivated to push the hotel when the reservations are made by a corporate account. Each time
a booker gives as reservation to the hotel he gets credit points for that and which can be
redeemed for gifts or any hotel services.
Food Festivals
The Oberoi conducts various food festivals at its Restaurants. Regularly and sends invitations
to its more profitable Clients.
Tie-Ups
The Oberoi invites top clients like CEO, Managing Directors and key decision makers of diff
erent companies to social evenings specially arranged to further enhance the Customer relatio
nship management functions.
Management Commitment
For many firms it takes years for the entire organization to begin, to demonstrate a customer
focus. It is difficult for employees to stay committed to customer focus when the chief
executive and the manger themselves are not dedicated to customer needs. What kind of
message do managers send workers if they tout “customer need recognition” as critical to
providing good customer service, yet don’t even know the names of their employees. On the
other hand think of the tone the mangers could set in an organization by making it a point to
warmly greet all employee by name. Management should set the pace by demonstrating how
to deliver internal and external customer satisfaction.
Internal customer is the employee who receives and uses the output from another person or
area. Treating this relationship with the same respect and attention given the external customer
relationship is the focus of the internal customer concept.
Companies are responsible for the expectations they create they should know how their
products, services, promotions, personnel, facilities and reputation affect customers. They
should know what their customers weigh this information. This process - how expectations are
created and formed in to standards by which an organizations performance is measured – can
be a valuable planning tool for management.
7
Introduction
East India Hotels Limited (Taj Group of Hotels)
Taj group of hotels is the largest chain in India- with several Hotels abroad also. The parent
Hotel-The Taj Mahal Hotel, Bombay is rated among the 10 best hotels in the world. The
founder of the house of Tata’s, Mr.Mansheti Nuser Wanji Tata, in 1894formed the Indian
Hotels
company
and
built
the
exquisitely
beautiful
Taj
Mahal Hotel in Bombay. The doors opened in 1903 and has been alandmark by the Gateway
of India ever since. In 1971, the 220 roomed Taj Mahal Hotels in Bombay was converted to
a325 Roomed hotel, and a multistory structure was built adjoining theoriginal property. In
1972, the Lake Palace at Diaper and Rambagh Jaipur was linked to the Taj and a Chain was
born. In 1974, a new company was floated, which created the Taj Coromandel in Madras. In
the same year the chain broadened with the acquisition of fort Aquada Beach Resort in
Goa...In 1976, Fisherman’s Cove was built which is 30 minutes drive fromMadras on the Bay
of Bengal with a Private Beach. In the same year, the Taj Group opened the Taj Flight Kitchen
in Bombay, Catering to both domestic and international flights.
The Taj group also has eight business Hotels spread over different corners of the country. There
are 20 Taj Leisure Hotels out of which 16 are in India and 4 are abroad. The Taj Group is
India’s one of the finest and largest hotel chain which is offering 48 hotels within 34 locations
across
the
subcontinent.
This
growthhas been as diversified as it has been impressive. In addition to itsadmirable luxury
hotels,
The
Taj
Group
includes
business
hotels,
beachresorts, palace, garden retreats and other comfortable accommodation.Talking about
Internationally, The Taj Group also has properties in key cities like London, New York,
Washington DC Chicago and also at locations in the Middle East and in African states. The
Taj group uniqueness lies in the sum of its parts in providing a
livingheritage of India, together with superlative comforts and its modernfacilities. All of these
things combine to make The Taj Experience a must.
CRM Practices of East India Hotels Limited
Taj Inner Circle
Taj Inner Circle, the frequent guest programme, allows guests to earnpoints whenever they stay
or dine at The Taj. Guests can then redeem their points for specially selected rewards like
complimentary stays at Taj hotels, resorts, and palaces.
Taj Epicure Plan
The Taj Epicure Plan is an optional add-on dining plan to the Taj Inner Circle. Members earn
Epicure points for expenditures incurred on food and beverages, at participating Taj restaurants
in India.
8
About the Taj Inner Circle
The Taj Inner Circle has three membership levels – Blue, Silver and Gold. Customers/Guests
join at the Blue level and start earning on their stay or dining or both expenses at all Taj
properties. To qualify for the Taj Inner Circle Silver membership level, customer need to
accumulate 250 points in any continuous 60-day period i.e. spend Rs.25, 000 (INR),
excluding taxes, in any continuous period of 60-days. Members who spend Rs.2,
00,000(INR), excluding taxes, in continuous 12-month period, will beautomatically upgraded
to Gold status. Gold card members enjoy enhanced privileges and accumulate points at a
faster rate i.e. they earn at the rate
of 1 point for every Rs.80 spent, excluding taxes. Gold and Silver cardmembers of the Taj
Inner Circle also enjoy a host of privileges like easier check-in check-out formalities,
discounts and priority wait-listing.
Members of the plan receive a "Smart" membership card for instantrecording, updating and r
edemption of points. Taj Inner Circle Bluemembers who opt for the Epicure Plan will be
automatically upgraded to the Silver level whereas members on the Silver or Gold tier will
continue to enjoy their existing membership levels.
Non-Taj Inner Circle members who wish to enroll on to the Epicure
Plan will receive a complimentary Taj Inner Circle Silver membership.Membership is available
at an annual fee of Rs. 2500, which is payable by credit card, cheque, or demand draft.
Enhanced benefits for Epicure Plan members
As a Silver level Epicure Plan member, one enjoys all the privilege extended against the Taj
Inner Circle Silver level membership. In addition, the member also receives the
following benefits. Free couple entry to the following Taj discotheques on Wednesdays:
Insomnia- The Taj Mahal Palace & Tower, Mumbai My Kind of Place- Taj Palace Hotel, Delhi
Free couple entry to the following Taj discotheques on Saturdays: T2- Taj Krishna, Hyderabad
Free couple entry to the following Taj discotheques on Sundays: Incognito- Taj Bengal,
Kolkata BENEFITS THAT CUSTOMERS ENJOY AS A SILVER & GOLD MEMBER In
addition to rewards, customers enjoy a host of privileges that have been created to enhance
customer’s experience at the Taj. From the moment customer check in at any of participating
hotels, they will be treated as a very special guest, in more than one way:
Customers will be greeted with flowers & fruits in their room
Check-in & departure formalities will be easier, faster & flexible
Receive special discount on rooms at Taj leisure hotels
Avail of double occupancy at no extra cost
Entitled to a priority wait-list
9
Points Redemption
Epicure points can be redeemed to settle stay or dining bills at participating Taj hotels in India.
Points will be instantly deducted from the accumulated points in the membership account.
Members can even entertain or holiday at exotic Taj hotels in exchange of Epicure points.
Redemptions for holidays are subject to availability and prior reservation. Participating Taj
hotels or restaurants can close out bookings for these redemptions. Please note that only Inner
Circle points can be accumulated at Rambagh Palace, Jaipur. Epicure points cannot be earned
at this hotel. Taj Epicure Diners Club Card: Experience the art of fine living with
thisexclusive card, guests can receive exclusive benefits across 43 Tajproperties and over 200
Taj restaurants.
10
Conclusions
THE OBEROI
The brand value that The Oberoi has created for itself is a result of its consistent delivery of
exceptional services to its customers. Traditionally, at The Oberoi, CRM and relationship
management has been considered to be single function, but to maintain its market share and
fight the competitive situation, the marketing department at The Oberoi is now focusing
on building co-operative and collaborative relationships with the customers with the result that
they have a loyal patronage from their guests, and are, thus, able to charge a premium for the
value
given
to
the
customers.
The CRM programs at the Oberoi include The Oberoi Plus for thecustomers and also for the
Bookers to motivate them. The Oberoi also organizes Food Festivals regularly and sends
invitations to its regular clientele and the top CEOs, MDs and business people to further
enhance the CRM functions’ effectiveness.
THE TAJ
The Taj Group is also investing heavily on CRM systems to maintaincustomer databank with
their
profiles
to
give
a
quicker
and
personalizedservice to their loyal clientele. The Taj gives high priority to guestsatisfaction.Th
ey even have an SMS service to keep track of lost/missed calls by the customers while they are
away. They have employed applications like PMS, CRS and CIS to keep track
of customers’ profiles which includes information such as their spendingpatterns and their
special needs also. They employ data mining technique to get and act on data and also give
credit to the employees who get compliments from the guests. Other reward programs include
Taj Inner Circle and the Epicure plan to give the customers a host of privileges as silver and
gold card holders. The challenge is to balance between the long-term goals and short-turn gains
Some key learning’s are:
Long turn, profitable relationships can be built when both, the service provider and
the customer, rise above the 'transaction' approach, and work in an atmosphere of
mutuality and trust.
Relationships, like real life, goes through ups and downs, and it takes a great amount
of maturity and courage to handle the 'lows'.
Relationships provide 'security'. Strategic bundling of services is a useful
methodology in this context
11
RECOMMENDATIONS
In this era of globalization where ‘Customer is the King’, customerexpectations are going up
which
is
making
the
situation
more
and
morecompetitive. As the product is becoming generic in nature, the hotelindustry can no longer
rely on the traditional marketing strategies to retain the customers. Customer Relationship
Management is one of the key tools to fight this cutthroat competition and stand out as
a superior brand. On the basis of the study, I would like to recommend some suggestions which
could be implemented profitably by the industry.
Surveys: Conducting monthly guest/customer surveys, club surveys, room comment
cards, toll free guest assistance centers can help in getting customer feedback and to
improve in the areas where there is a lag as suggested by the feedback.
Maintaining suggestion boxes at every touch point/point of interaction with the
customers.
Taking feedback not only from external customers but also the internal customers i.e.,
the employees.
Proper check on the hotel staff’s and processes’ efficiency by the management, say by
employing Mystery Customers.
Keeping regular track of the sales data for further leads and follow-up
Employing effective CRM software to improve guest satisfaction,
lower operating costs, build guest loyalty, and increase revenues.
Having Guest History programs- keeping a databank of customer profiles along with
such details as room preferences, amenities preferred, special requests, meal
preferences, wallet services, sending birthday cards to the loyal guests and even their
spouses them a hassle-free check-in procedure-like sending them pick-up and drop
facilities.
Employing an efficient system of complaints handling as complaints are the
opportunities to improve, to impress the customers and to turn complaining customers
into loyal ones.
Giving recognition awards to attract old customers.10.Giving the customers a more
personalized and empathic services as building good rapport with the customers goes a
long way in having satisfied and return customers.
12
