CRM &
Customer
Experience
Course developed by:
Helen Cocco
Nathalie Demoulin
Marketing and Sales Department
h.cocco@ieseg.fr
n.demoulin@ieseg.fr
Session Plan
• Feedback case study
• Recap
• Experiential marketing principles
• Group presentations
Feedback: CRM at Four Seasons Hotels and Resorts: the creation of
a personalized guest experience through customer service and eCRM
1. What is the retention strategy of Four Seasons Hotels and Resorts?
Explain the steps involved in this strategy?
2. How do Four Seasons Hotels and Resorts prevent dissatisfaction?
3. What is the strategic purpose of the Four Seasons Hotels and
Resorts mobile app?
4. How do Four Seasons Hotels and Resorts use social network to
create the customer’s engagement?
5. What would you do to improve the CRM strategy of Four
Seasons Hotels and Resorts?
Guestware: Software for guest experience management
3
Q1: What is the retention strategy of Four
Seasons Hotels and Resorts? Explain the steps
involved in this strategy?
• Solidarity strategy through customer engagement, loyalty reward
programmes, interpersonal relationships and promoting
satisfaction through customer service and recovery.
• Steps involved in carrying out their solidarity strategy are
superiority of the offer compared to competitors, to satisfy or
delight customers, engage through social media and creating
Interpersonal relationships through personalised service.
Q2: How do Four Seasons Hotels and Resorts
prevent dissatisfaction?
• The Four seasons use a service recovery strategy in order to
prevent dissatisfaction.
• Human and financial resources are key in this strategy.
• Employees are empowered to provide a high level of customized
service in case of problems.
• In case of problems, providing a satisfactory responses may lead to
renewed levels of satisfaction and even a greater satisfaction than
before which we refer to as the recovery paradox.
Q3: What is the strategic purpose of the Four
Seasons Hotels and Resorts mobile app?
• The mobile app is embedded in the digital strategy of the FSHR.
• It can be used by customers to manage and customize his stay i.e.
make a reservation, check future reservations, chat, contact FSHR
by phone and email and provide feedback.
• It also enable guests to pre-check, check-out.
• The Mobile App is a crucial player in the Omnichannel Integration
Process as it can reduce transaction costs and eases customer
experience.
Q4: How do Four Seasons Hotels and Resorts
use social network to create the customer’s
engagement?
• Social media are used as part of the overall omnichannel strategy.
• Their strategy is to be present where the customers are and create
connection with their guests through social networks by publishing
contents but also by being proactive to contents shared by their customers
not only on social networks but also on communities such as Tripadvisor.
• Their presence on social networks stimulates consumers to be
proactive and discover the Four Seasons experience.
Q5: What would you do to improve the CRM
strategy of Four Seasons Hotels and Resorts?
• Creating more tailor made and exclusive experiences for each customer for each specific city, creating
both customer satisfaction and loyalty.
• It must be noted that some customers enjoy privacy and currently the Four Seasons’ approach seems to
be at times invading of one’s personal space
• Four Seasons must find a way to differentiate their CRM even more as the current strategy is easy to
imitate by other competitors
• To stay at the front of innovation they should explore concepts of Virtual Reality (Virtual tour of the room,
hotel and area around before booking) and AR to make customers preview possible experiences offered
by the hotel
• Explore the concept of smart rooms (Internet of Things) and integrate it within the app (controlling room
temperature, bathroom, etc)
• They may also add a vocal assistant both into the room and in the app.
• Four Season may send more personalized suggestions to the best customers based on the data
collected, e.g. they may send a newsletter some month before an important anniversary, suggesting
some special location and experience based on the customer preferences.
• Strengthen the offer of external, personalized experiences (city tours, shopping sessions etc.) and advice
on restaurants, bars in the city based on the customers profiles (past preferences, allergies etc.)
Students’ issues: as this case study objective is to illustrate the best practices, it is difficult for students
to identify improvement.
S5 Recap: Question 1
As a marketing consultant, you have been asked to give a zoom
presentation on measuring CRM. What could be wise to include in
your presentation?
A. Voice of the customer, satisfaction and loyalty
B. Data storage techniques, analysis patterns and KPI
C. SWOT, PESTEL and 5 forces
D. All of the above
S5 Recap: Question 2
The following year, the company asks you to go back to provide advice.
They have started selling through Amazon and the reviews are coming
thick and fast. The CRM manager mentions that she wants to measure
the brand image. What do you suggest?
A. To store the customer reviews data just incase she might need it in
future.
B. To analyze the customer reviews data, separate pro’s and con’s and
assess the brand level associations using key words.
C. To ditch the idea since the company have only been selling on Amazon
for 6 months and are unlikely to find any useful information.
D. All of the above
S5 Recap: Question 3
The company have had a tough year due to the COVID pandemic. They
have had to move most of their business online and now wish to assess
how customer relationships may have changed. What is the best course of
action?
A. Download a new CRM software called VOCovid which will help them to
visualize a new customer journey
B. You tell them to revisit the CRM metrics before COVID and compare it
with current CRM metrics as a starting point
C. You assess which relationships they want to measure, find the
relevant content data and use it to implement satisfaction evaluations
D. All of the above
Experiential marketing principles
12
13
Department of Marketing
13
Customer experience management
14
Peak-end rule
15
Do you know IKEA?
Do you like going to ikea?
What do you like about it?
What don’t you like about it?
16
Performance level
Listening to the consumer
Car Park
Staff Service
Pick Stock
Search Stock
Check-out
Delivery arrangement
Installation arrangement
Important to the customer
© 2001-2022 G-CEM/TOTE-M All rights reserved.
17
What is important to the Consumer
AND the Brand?
Product Quality
Price
Important to IKEA
Display Settings
Product Trial
Restaurant
Important to the customer
© 2001-2022 G-CEM/TOTE-M All rights reserved.
18
The “IKEA Customer Journey”
ORIENTATION
ROUND TOUR
PICK & PAY
LEAVE
PRODUCT
TRIAL
Gratify
EXPERIENCE RATING
DISPLAY
SETTINGS
PRODUCT
QUALITY
INDOOR DECORATION
RESTAURANT
PRICE
Satisfy
DIY
SHOPPING
TOOLS
STORE
LOCATION AND
APPEARANCE
LABELS AND
SIGNS
ICE-CREAM
KIDS
PLAYFIELD
Neutral
CHECKOUT
CAR PARK
TOILET
Bad
Horrible
INSTALLATION
ARRANGEMENT
SEARCH
STOCK
THE ROUND TOUR
STAFF
SERVICE
DELIVERY
ARRANGEMENT
PICK
STOCK
© 2001-2022 G-CEM All rights reserved.
19
The “IKEA Branded Experience”
ORIENTATION
ROUND TOUR
PICK & PAY
LEAVE
PRODUCT
TRIAL
Gratify
EXPERIENCE RATING
DISPLAY
SETTINGS
PRODUCT
QUALITY
INDOOR DECORATION
RESTAURANT
PRICE
Satisfy
DIY
SHOPPING
TOOLS
STORE
LOCATION AND
APPEARANCE
LABELS AND
SIGNS
ICE-CREAM
KIDS
PLAYFIELD
Neutral
CHECKOUT
CAR PARK
TOILET
Bad
Horrible
Pain-Pleasure Gap
INSTALLATION
ARRANGEMENT
SEARCH
STOCK
THE ROUND TOUR
STAFF
SERVICE
DELIVERY
ARRANGEMENT
PICK
STOCK
© 2001-2022 G-CEM All rights reserved.
20
Simplicity theory
21
Role Readiness
22
Differentiating details
(1) Customer focus
23
Differentiating details
(2) Emotional trigger
24
Differentiating details
(3) Perceived Quality
25
Encouraging product trial: Haagen-dazs
• https://www.youtube.com/watch?v=W0Vgk2uMS7Y&t=10s
26
Encouraging product trial M&M
27
Encouraging product trial: Vans
28
Encouraging product trial: Zappos
29
Group
Presentations
Learning Objectives
1. Identify, define and explain the relationship between Customer Relationship
Management (CRM) and Customer Experience (CE).
2. Differentiate the various components of CE and apply it to a modern day
example.
3. Demonstrate how the CE is managed in practice.
4. Determine the process and tools used in strategic customer relationship
management as a key function in modern day customer-facing businesses.
5. Analyse the elements of a CRM strategy.
6. Understand measurement and analysis methods of customer relationship
management (CRM) and customer experience (CE) as part of customer
management strategy.
7. Develop a CRM and customer experience solution by identifying main issues
and innovating new ideas.
Time for the presentations!
Let’s go. J