Talk from UX Strat 2015 in Athens, Ga.

1. InterContinental Hotels Group
Measuring Digital Return on Experience
What We’ve Learned On Our Journey So Far
Emily Leahy
Manager, User Experience Strategy

2. “…the only poster where the
family was shown safely outside.”
Smoke Detectors Save Lives
Always a Strategist

3. 3
What the VP thinks I do
What my boss thinks I do What the rest of the UX team
thinks I do
What I think I do
What I actually doWhat Product Managers
think I do
Emily Leahy
Manager, UX Strategy

4. 4
Problem
Large companies often make
huge investments in large-scale
redesigns where we change
everything, making it hard to tell
what worked, what didn’t, and we
miss the opportunity to learn.
Time
Success
Redesign 1
Redesign for
Responsive, Unique
Brand Experiences
2012
2015

5. 5
• Formally founded in 2003
• Globally Based in Denham, UK
• World’s largest hotel company (by
rooms)
• 12 brands in over 100 countries with
over 4,942 hotels and more than
474,290 rooms
• 13 major dot coms
• $1,858m total revenue
About IHG
UX Strategy Delegation

6. 6
And how do we do that at a company like IHG?
Time
Success
2012
2015
Redesign 1
Redesign for Responsive, UBE
Design updates in a year
KPILift
Home
Search
Results Hotel
Details
Rooms &
Rates
Payment
Problem
How do we get from here to there?

7. 7
Problem
One small example
Before
After
Result
Points and Cash $

8. 8
Problem
One small example
Before
After
Result
Quick, change it back!
Points and Cash $

9. 9
Quiz Time!

10. 10
A.Change it back and hope that solves the problem
without any unintended consequences.
Let’s try hope… again.
Quiz Time!

11. 11
B.Dig our heels in and point back to all the
usability testing and analytics that supported
the research-based design decision.
Hey, we used, “The Force!”
Quiz Time!

12. 12
C. Test the hypothesis, “Removing the rate
preference dropdown decreased Points and
Cash revenue,” before proceeding.
Search your feelings, you know it to be true
Quiz Time!

13. The Digital Return on Experience (ROX) program
supports IHG’s Web Channel performance objectives by
routinely conducting the practices required to design,
implement, and manage digital customer experiences in
a disciplined way.

14. Performance Practices
People &
Processes
Performance
What we do with it
Digital ROX
Program structure

15. 15
Tools help us focus on IHG’s business metrics and
that “automate the mundane” and help us spot
opportunities faster
Measurement

16. Performance
What matters to the business?
Web Channel Metrics
• Web Channel Revenue
• Loyalty Contribution
• Ancillary Revenue
• Brand Perception
• Digital Self Service
And of course, digital guest experience…

17. Performance
Our measurement universe
Scorecards Ad Hoc Analytics VoC Reports
+
Web Channel Checkout Revenue
Revenue Contribution
Average Daily Rate
Revenue Per Available Room
Booking Conversion Rate/Funnel
Web Rewards Club Enrollments
Credit Card Sign Ups
Brand Perception Gap
Social Brand/Web Sentiment
Visits vs. 2+ Page Visits
Property page views
Customer escalations
+ =
Digital ROX KPIs, by Brand & Region
Global , Multi- Brand Data

18. Demand'KPI' Prior'Period'Performance' Current'Month' Trend' Score'Calcula8on' Score' Dimensional'Score' Health'Score'
A" Homepage"to"Room"Rate"Conversion" 4%" 5%" 6%" (5%74%)/(6%74%)*"100" 50"
Demand"Performance"
Score"*"Dimension"
Weight"
"
78.5%x25%"
Demand"
Dimensional"Score""
+""
Conversion"
Dimensional"Score""
+""
SaLsfacLon"
Dimensional"Score""
+""
Revenue"
Dimensional"Score"
"
24.11%"+"18.75%"+"
19.58%"+"8.9%"
B" Homepage"to"Rewards"Club"Enroll"Conversion" 4%" 7%" 6%" (7%74%)/(6%74%)*"100" 150"
C" Search"Results"to"Room"Rate"Conversion" 4%" 6%" 6%" (6%74%/6%74%)"*"100" 100"
D" Search"Results"to"Rewards"Club"Conversion" 4%" 5%" 6%" (5%74%/6%74%)"*"100" 50"
E" Hotel"Details"to"Room"Rate"Conversion" 4%" 6%" 6%" (6%74%/6%74%)"*"100" 100"
F" Hotel"Details"to"Rewards"Club"Conversion" 4%*" 5%*" 4%*" (5%/4%)"*"100" 125"
G" Site"Exits"to"Chase"Enrollment"over"Site"Visits" 4%**" 4%**" 4%**" (1/1)*"100" 100"
Demand'Performance'Score' A+B+C+D+E+F+G/(#"KPIs"*"100)" 96.43%' 24.11%'
Conversion'KPI''
H" Room"Rate"to"Booking"ConfirmaLon"Conversion" 4%" 5%" 6%" (5%74%/6%74%)"*"100" 50" Conversion"Performance"
Score""*"Dimension"
Weight"I" Rewards"Club"Submission"Conversion" 4%" 6%" 6%" (6%74%/6%74%)"*"100" 100"
Conversion'Performance'Score' H+I/(#"KPIs"*"100)" 75%' 18.75%'
Sa8sfac8on'KPI''
J" Rate"Experience" 7" 8" 9" (877/977)"*"100" 50"
SaLsfacLon"Performance"
Score"*"Dimension"
Weight"
K" Purpose"of"Visit"CompleLon" 8" 10" 10" (1077/1077)"*100" 100"
L" Discovery" 6" 5" 6" (576/676)"*"100" 750"
M Relevancy" 7" 7.7" 7.5" (7.777/7.577)"*"100" 140"
N" Convenience" 6" 7.3" 7" (7.376/776)"*"100" 130"
O" Bobom"Line" 8" 8" 8.5" (878/8.578)"*"100" 0"
Sa8sfac8on'Performance'Score' (J+K+L+M+N+O)/(#"KPIs"*"100)" 78.33%' 19.58%'
Revenue'KPI''
P" Web"Channel"Checkout"Revenue" $75M" $80M" $90M" ($80M7$75M/$90M7$75M)"*"100" 33"
Revenue"Performance"
Score"*"Dimension"
Weight"
Q" Number"of"Bookings" 120K" 100K" 150K" (100k7120K/150K7120K)"*"100" 767"
R" Revenue"per"Booking" $280" $520" $450" (5207280/4507280)"*"100" 141"
Revenue'Performance'Score' (P+Q+R)/(#"KPIs"*"100)" 35.6%' 8.9%' 71.34%'
Performance
The fancy math

19. 19
Performance
Where we’re going

20. 20
Performance
What we do with it
Strategy
Hypotheses Optimization Plans
Stakeholder Input
Competitor
Analysis
Industry Trends
User Session
Replays
3rd Party Research
Call Center Data
Vendor Vision /
Recommendations
Usability Testing
Findings
Site Analytics
Online Chat Log A/B Testing
Small
Enhancements
Winners
Okay, let’s get
to work…

21. 21
Performance
What we do with it
Where should
we start?
Strategy
Hypotheses Optimization Plans
Stakeholder Input
Competitor
Analysis
Industry Trends
User Session
Replays
3rd Party Research
Call Center Data
Vendor Vision /
Recommendations
ROX Scorecard
Metrics Usability Testing
Findings
Site Analytics
Online Chat Log A/B Testing
Small
Enhancements
Winners

22. 22
Performance
What this helped us do
• Optimization plan for membership enrollment form
• Optimization plan for login
• A/B tests for booking conversion
• Strategy for key ancillary revenue projects
• Strategy for IHG.com
• And the list grows daily

23. 23
• Optimization plan for membership enrollment form
• Optimization plan for login
• A/B tests for booking conversion
• Strategy for key ancillary revenue projects
• Strategy for IHG.com
• And the list grows daily
Performance
What this helped us do
Increases Loyalty Contribution
Enables Digital Self Service
Increases Channel Revenue
Grows Ancillary Revenue
Improves Brand Perception
Builds a Sustainable Program
… But you said “routine” and “disciplined”

24. 24
Routines that keep us focused on our vision and
achieving results that build buy-in.
Practices

25. Practices
How do we get it all done?
5 weeks of website analysis of booking funnel lead to:
• 4 Small Enhancements
• 8 Online Test Ideas evolve to enhancements
• 5+% Lift in funnel entry
• 8-15% lift in each step of funnel
• 24% increase in funnel conversion
• Leads to $8.6MM incremental/month once deployed to all
traffic
• +114,000 new bookings and +$51.6M Incremental
Revenue (6 mths after implementation)
12
Quick Wins*
Page
Quick Win
Approach
Priority
All
New CTA Button Verbiage, Color and Visual Treatment
Test First
1
All
Image/Content Refresh focus on benefits and brand
Test First
1
Search Results
Explain sister hotels in search results
Test First
1
Room Rate
More visibility of refining search options
Test First
1
Room Rate
Sense of Urgency Messaging
Test First
1
Room Rate
Minimize confusion and create differentiation of Best Flexible Rate/
Deals by moving to bottom of page
Test First
1
Guest Info
Move Credit Card offer to bottom of page
Test First
1
Guest Info
Remove Learn More link
Implement
1
All
Targeted content for returning visitors
Implement
2
Room Rate
Default to Currency Selector to current country currency
Implement
2
Guest Info
Make Hotel Stay Summary easier to find and review
Test First
2
Guest Info
Edit Hotel Stay Summary On Page
Implement
3
*Quick'wins'apply'to'the'current'state'of'the'desktop'website'for'Crowne'Plaza'

26. Practices
What to do when - high level
Heuristic Assessments
& Design Exploration/Concepts
The$quarterly$and$monthly$feedback$loop$will$7e$into$an$orchestra7on$workflow$and$set$
cadence$of$research,$analysis,$planning$and$execu7on$processes$
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Digital Health Scorecard
!!Staybridge,!Candlewood,!IC,!CP! !!Holiday!Inn!Family!Brands!
!!IHG,!Indigo,!Hualuxe,!!
!!Kimpton,!EVEN!Brand Site Experience Research
1:1 Usability Tests (Deep Dive)
Small Enhancements
Small Enhancements (AEM)
Online Testing
Quarterly!Brand!Summit!
!!Staybridge,!Candlewood,!IC,!CP! !!Holiday!Inn!Family!Brands!
Monthly!Performance!Review!
Quick Win Analysis
& Design Explorations

27. Practices
What to do when - details
r#Year#
th&Deep&Dive&1:1&Modera9on&
Year#
taybridge,&IC,&Crowne&Plaza&
mily&Brands&
ndigo,&Even&
taybridge,&IC,&Crowne&Plaza&
mily&Brands&
ws#Per#Year#
s&Analysis&Per&Brand&
r#Year##
ntly&(6&–&9&Week&Test&Cycles)&
s#Releases#Per#Year#
Story&Points&(3&Developers)&
Story&Points&(3&Developers)&
ments#Release#Per#Year#
Story&Points&(2&Developers)&
Story&Points&(2&Developers)&
calendar#that#extends#12#months#out#will#drive#increase#producHvity#

28. 28
Increase bandwidth in key areas including
design, research, and project management
while promoting changes that make us more
efficient and effective.
People &
Processes

29. People & Processes
Where we want to be
DXD#Director#
Performance*Strategy* Performance*Design*Studio*
Op,miza,on#Lead#(Mgr)#
Op,miza,on#Analyst#
Interac,ve##
Project#Manager#(Mgr)#
#Studio#Manager#(Mgr)#
+2#
New#
Small*Enhancements*
&*Online*Tes:ng*
Brand*Campaigns* GSM*&*Brand*Priori:es*
#####Hybrid#x3# #####Copywriter#x2#
#####Designer#x5#
####UEA#+#Hybrid#x6#
#####Designer/AD#x7#
#####Content####
#####Str/Sp#
x5#
#####Copywriter#x1#
DXD*PEOPLE*COUNT*CHANGE*
38****!****44*
CX#Strategy#
Lead#(Mgr)#
Experience#
Researcher#
+#Research#Vendor#
+2#
New#
#####Hybrid#x2#
+2#
New#
SLT#Sponsor#
DXD*
########Experience#Lead#(Mgr)#–#Ryan,#John,#Mike,#Kim#
Ideal UX Team

30. 30
People & Processes
Many hands make light work
Area Allies
Measurement
Analytics Team, Brand Teams, Product Managers, Testing &
Optimization
Quarterly Brand Summits
Product Management, Testing & Optimization, Mobile,
Ent.Content Strategy
Monthly Performance Reviews
Product Management, Testing & Optimization, Small
Enhancements

31. 31
People & Processes
From our perspective
Design Documentation Ticketing Post-Launch Ticketing
Design Direction Design Prototype
Ticketing
Post-Launch Optimization
Launch
Core
Documentation
Design Support
Currently
Proposed
High-level design process

32. 32
People & Process
From the organization’s perspective
Idea% Project%Charter% Crea.ve%Brief%
Crea.ve%
Concepts%
AEM%Specs%%
&%AX%Wires%
Wireframes%&%
Annota.ons%
Visual%
Design%
Solu.on%Needs%Document%
Sprint%0%
%
…%
Defini.on% Solu.on%Design%
Implementa.on%
DXD% DXD% DXD%
C.Ops%
W%D%
GT%
DXD%P%M%Biz%Stakeholder%
Prototype%
Tes.ng%
DXD%
Sprint%1% Sprint%X%

33. Automate the mundane
Results Orientation
Sustainable Program
Performance Practices
People &
Processes

34. 34
What we’ve learned
A journey we are on
1. You’ll always be a rebel, but the old
ways exist for a reason
2. Be clear and repeat often why you’re
asking for change (sometimes you’re
even reminding yourself)
3. Use challenging moments as a way to
show why a different approach is
necessary
4. Establish routines as early as possible
5. Find allies within your organization

35. 35
Questions
emily.leahy@ihg.com