Virtues Of Virtual Concierge

By Staff -- HOTELS Magazine, 7/1/2006

A report released in June by PricewaterhouseCoopers about the new consumer-driven era of “lifestyle media” talks about the growing demand for content packaged in a rich, personalized and social environment. Heady stuff for hoteliers, but it is important to recognize convergence is finally upon us with travelers working their way through airports, hotels and business meetings armed with smart phones, PDAs and tablet computers. Like it or not, now it is up to hotel companies—even luxury players—to extend their levels of service beyond the traditional high-touch approach and react with products and services geared toward their increasingly technology-savvy guests.

Marriott International now is engaging customers with more high-tech personalized service, including reservations technology that instantly recognizes personal preferences; pre-arrival e-mails to help with trip planning; virtual concierges that let guests select special services and amenities online; and a DreamRewards’ Tracker that reports loyalty program progress toward a dream vacation.

Best Ideas From Field

While all of these ideas sound like they were hatched at the corporate office, such is not the case here as the inspiration behind the virtual concierge pre-arrival planning service came from one property that routinely hosted guests with special needs—the Houston Marriott Medical Center. General Manager Jim Davis realized it would be a lot easier on guests traveling to utilize the medical center if their guestrooms were stocked with all of their personalized needs upon arrival. This service may be done electronically, but it is still very personal.

Davis and his team created their virtual concierge system by going through reservations about seven days out. The hotel’s “At Your Service” department looks for reservations with e-mail addresses and sends a note with a link to a special Web site that has information about the hotel and the ability to check-off boxes for required amenities such as early check-in, extra pillows, special beverages for the minibar, or very specific requests made verbatim such as preferred maid service times based on hours spent in and out of the medical center. The e-mail is returned and tracked by the various departments such as food and beverage and housekeeping. Every morning, each department puts together a list of items to make sure all requests are fulfilled by three to four runners. To date, Davis says he has had a response rate of about 20% to the e-mail blasts and no issues with regard to privacy or spamming.

The original cost to create the system at the property level was US$50 for the URL and about US$400 for an eight-hour training session for six people. The entire set-up cost was less than US$500, according to Davis.

While this system was not created with the intent of making money, Davis does have occasional requests that do generate revenue, such as one man’s request that his minibar be stocked with about US$400 worth of liquor. However, the top requests are for foam pillows, early check-in and assurances of high-speed Internet access. The hotel staff audits the system once a month, and services such as limousine pick-up from the airport have been removed as an option because of no requests. An option to buy concierge-level access also has been added with good success.

Davis was surprised at how easy it was to implement this system. “As people see it more often, response will grow,” he says. “As service becomes more personalized and hotels know that, it will soon become time for everyone to offer something like this… We are going to get this call when people check-in, so we decided to get a jump on it.”

Building Loyalty

After the system was finalized at the Houston Marriott Medical Center, Davis showed it to another Marriott general manager in the region. From there the idea went to a regional office, and 12 properties implemented a similar program before it made its way to Marriott’s corporate office, where the virtual concierge program was added to a pre-arrival e-mail system already in place.

As of May, about 470 hotels have participated in the virtual concierge program, and it is starting to roll out to resorts, Courtyard by Marriott hotels and Residence Inn properties. The next step will include e-mail blasts to group guests—if it is allowed by meeting planners—and Marriott Rewards members with e-mail addresses. The resort program has been expanded to allow guests to sign-up for amenities like tee times and spa services. The e-mail also advises guests of the best appointment times available, and how it is in their best interest to book in advance.

The take-up rate for the virtual concierge system stands at about 5% to 10% and continues to increase, according to Mary LoGiudice, vice president of strategy and business integration for Marriott International. “We are surprised at how well this has been received—even by people who don’t use it,” LoGiudice says. “They are just delighted to get the message and pleased to get the contact. From the verbatim responses and those who have used the service, comments have been incredible and have a positive impact on loyalty.”

“Service Strategies” is sponsored by MasterCard International Incorporated, who understands exceptional service makes the difference between finding a customer and keeping a customer.