Spa Manager Training Ewa Goos

Spa Manager um Nordic Hotels & Resorts
17. May 2011

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Spa Manager Training Ewa Goos

  1. Branding Customer Knowledge
  2. You can do more than you think!
  3. Branding
  4. Building the brand is 90% done below the surface! Building the brand identity. External processes Building the brand identity. Internal processes The companies communication Web Customer service Contact centre Sales personal Uniforms Trademarks Company culture Strategies, philosophy, visions, beliefs, feelings, thoughts. Building customer knowledge Processes Support systems Work environment Feedbacksystem = How we act/deliver and learn
  5. Company branding Personal branding Now you are going to try to build a brand….
  6. How can I make it easy for the surrounding world to interpret who you are, or want to be? Internal processes Values and feelings that are associated to you/your name A long-term, consistent approach/attitude External processes How you communicate yourself, what differentiates you from others? How do people perceive you when they meet you? Personal branding
  7. How does the surrounding perceive you when they meet you? You How do they perceive you in the present? Memories Experiences Knowledge Expectations Wishes Beliefs Past Present Future
  8. Summery branding – connecting the dots 1. Start by building a unique culture, deliver a different experience and holistic concept 2. That will create a genuine enthusiasm and pride within the staff who will strive to over deliver… 3. Then you will exceed customer experience – which will result in satisfied customers that comes again and again and again... 4. You will now have a profitable and sustainable business Customers loves you Employees loves to work for you
  9. Building Customer Knowledge Loyal customer = Growth! Customer analysis of existing customer base Its about describing your customer for example from attitudes, values, age, life stage, how valuable they are for your company etc. Segment your customers Divide your customers in different segments to make it easier to work with. Customer strategy Describe how to optimize the profit, increase the revenue per customer, increase the customer satisfaction. How to organize the company for best result. Customer adapted marketing communication and service offering. 1.0 ”Analysis” 2.0 ”Strategy” 3.0 ”Profitability”
  10. Corporate meeting – communications triggers Corporate Meeting Sweden is known by the international incentive market to have high availability, different and creative activities and delivers a high standard. This kind of visitors have higher demands and crave more than usual within safety and availability. Their major demands are to have creative arrangements and activities. Communication trigger:
  11. DINKs – Communication triggers DINKs – double income, no kids This group are experienced traveler and traveling for them are a lifestyle. Lack of time is something that connects the DINKs. They work a lot which leads to that they value free time very high and therefore they have an increased demand of how they would like to spend their free time. The DINKs are usually ranked as the leader of the future. They are strong individualists and influencers. They find that identity and strong personal image is important. They are drawn to destinations that have a high value of “storytelling” in which they can use for their own personal positioning (personal branding). They prefer holidays with adventure, city breaks, ice hotels etc. Communication triggers: Focus on lifestyle and belonging with their friends and less on rational information. Underline the idea of being successful. Its important that the offering is up to date. Make them feel important and unique. Communicate to them more like a company as listen to them and understand their life situation.
  12. Active family – Communication triggers Active Family A very homogenous group with similar economical conditions, background and the strong will of wanting to spend their vacations together with their kids. Active family are very interested in nature, cultural and sports activities. They value different activities in which the whole family can participate in. Communication triggers: Communicate the meaningful benefits of the service. It should be fun and entertaining and yet at the same time useful and comfortable. Don't try to control them, inspire them with relevant and clear information. Be open and don’t try to hide any information. Don’t promise anything that you cant live up to. Service is very important.
  13. WHOPs – Communication triggers WHOPs – wealthy healthy older people WHOPs consists of healthy and vital people over 60 years of age. It's older couple who's kids have moved from home. It is a group of people that have both the time and money to travel and explore. They indulge themselves with that little extra and gladly spend their money on health, luxury, travel, pleasure and experiences. This group also have a great nature- and cultural interest. Communication trigger: Communicate the brand for them, a well known brand is important – safe and a good buy. Its important that the information feels fresh, they don’t want to be treated as tired old people. Talk about how the product/service can be useful for them and make them feel better and how it makes life easier and more pleasurable. Its important that the service/product is easy to use and have high availability.
  14. 10 framgångsfaktorer 1. Create participation in change 2. Always focus on the vision, values and the brand statement 4. Everything you do shall breath customer and profit 6. Create awareness about driving forces/barriers. Strengthen/eliminate 7. Acheive ”quick-wins” to show the change is working 8. Give the employees concrete evidence that we are on the right path. 9. Make sure you have necessary resources to facilitate the change. 10. Create a feed-back model, follow up in dialogue 3. Appoint engaged sponsors within the company that will lead the change 5. Motivate, inspire, engage 10 Success factors for change

Hinweis der Redaktion

  1. Hejsan, Mitt namn är Ewa Goos och jag jobbar som Spa-chef på Yasuragi Hasseludden i Stockholm. Jag ska berätta lite om Yasuragis varumärke och hur vi har lyckats bli så framgångsrika.
  2. Innan jag berättar Yasuragi så vill jag börja med att ge en bild av hur synen på ett varumärke har utvecklats över tiden.
  3. Varumärkesbyggande sker till 90% under ytan – det är därför som nya termer som ”Internal branding och Employee branding” poppar upp alltmer. Nytt synsätt på varumärkesbyggande. Det man kommer i kontakt med på ytan är ju ett företags kommunikation i olika former, med bokningen, säljarna etc. Man märker snart speciellt i kontakten med ett företag huruvida processerna under ytan fungerar eller inte – blir man slussad hit o dit, har man koll på kundens historia etc. Och inte minst hur verkar personalen man har kontakt med? Under ytan: fokus på kultur, processer, intern servicekvalitet etc. Den kulturen man har inom företaget, hur medarbetarna mår, hur man trivs, tankar och handlingar internt – ALLT läcker ut till gästerna. Det är inte den fysiska miljön som avgör om gästerna kommer tillbaks, det är den excellenta servicen och det handlar om hur bra människorna i företaget mår. ((Det gäller också att man i reklamen inte lovar för mycket, att personalen inte är ett frågetecken när kunder ringer o frågar kring kampanjer etc. ))
  4. För att skapa en excellent gästupplevelse så har vi på Yasuragi en väldigt enkel modell att utgå ifrån. Vi startar vid kärnan, hur en gästupplevelse startar. Moments – of-truth eller sanningens minut som vi också säger – är en metafor som kommer från tjurfäktning. Det betyder att när du står där ute på arenan med den frustande tjuren framför dig så är det helt upp till dig, ingen annan i publiken kan hjälpa dig. Du står här helt ensam med tjuren framför dig, det enda du har är din erfarenhet, kompetens och motivation att lyckas besegra tjuren. Om man översätter detta till vår värld som skulle det betyda att när en anställd möte en gäst, så är det helt upp till dom hur situationen blir, det finns ingen annan i företaget som vid denna specifika situation kan påverka situationen. Utan det är helt upp till den enskilde individens kompetens, erfarenhet och motivation att ge en excellent gästupplevelse som har betydelse.
  5. "At the heart of the heart of the matter is design . . . a generic approach to enterprise than honours creativity and innovation and the concoction of extraordinary customer experiences." Source: Re-imagine! Business Excellence in a Disruptive Age by Tom Peters The customer experience is often ignored as part of many customer relationship management (CRM) initiatives, but it cannot be avoided. All customers have an experience, whether it was intended or not. The most common mistakes made when thinking of customer experiences are to: Only consider the logical or rational part of an experience (for example, "the product said it would come with batteries") when a large part of an experience is emotional (for example, "my son cannot play with his new toy on his birthday"). Forget that an experience involves all five senses (for example, the life insurance salesperson has a great product, but smells of cigarette smoke). Think that an experience is too nebulous to be designed (for example, see the case study on Disney). Confuse product or service design with experience design and think that the work is done. Underestimate the value of an experience when developing customer behavior in comparison with the value from the product or service. As a result, research is required to understand customers before embarking on customer experience management (CEM). Action Item: Organizations should commit funding to research not only loyalty ratings, but also the emotional state of customers and their behavior patterns.