Loyalty Programs

You see them everywhere... the rental company, when you're making groceries (going to the grocery as us New Orleanians say), flying , and of course hotels. There are the gold members, diamond members, platinum premiers and the little guys. As we approach 2020, every company out there is doing everything to keep their customers and get them to spend more--- as they should. We all want to increase our revenues  and make our customers even happier. Sometimes I feel it's over the top and excessive but on the other hand I have spent the last few years understanding a lot of the rationale behind it all.

I think the stats are that these loyalty programs can generate somewhere around $90,000 over the lifetime of that customer. That's a lot no matter what business you're in. Retention rates, spending each year, word of mouth marketing and so on are all impacted by that one customer or 10 million if you're a really big hotel chain. All of this and your operational capacities go hand in hand in determining how strong your customer relationships are.

When I joined Waldorf Astoria two years ago, the Hilton Travel program offered me a great insight to the benefits behind these loyalty programs. I spend a dollar and I get 10 points. I stay one night and I get bonus points towards free nights. Free wifi, fitness access, resort fees waived are the basic perks of their program. As a team member, I am offered a fast track route in getting Gold status or even Diamond. I see what all those business travelers want: free breakfast, lounge access, more bonus points and so on. And then the interactive app just gets me even more hooked to want to spend more money so that I can have more status and get more perks. Then again, other people legitimately accrue the points for travel with family and friends at the expense of their work travel

Im not bashing these programs. I think theyre great. Perhaps a bit too much in everyday life but in my line of work, they carry substantial weight in the revenue generated in the business. So much of the typical guest is very loyal in their spending. Think about those in your customer base that spend the most money. Why do they do it? What brings them back? Is there a loyalty program? Is there service? Is it the reliability of the product? Is it all of the above? Is it loyalty status?

Until next time...

Service Diversity

It's been a few weeks since I last wrote some thoughts down but TRUST ME.... the thought train has been blazing down the tracks. Two weeks ago I was finishing my time with one company. Last week I was in the beautiful resort town of Cabo San Lucas, Mexico.

The Hilton Los Cabos was a beautiful property right smack on the pacific ocean beach with amazing blue water and tan sand that was so hot and abrasive that I got free pedicures each day. Every morning I started the day with my "boi" Richard Wright (another #hospitalitier and successful hotel general manager) with an amazing pool/beachside breakfast replenishing ourselves from a night of dancing and trying Mexican cocktails. Shortly after, we would throw our swim trunks and Tiger or Bulldog Swag on and hit the pool, beach, and poolside bar. They were right in college... It's not a sprint... it's a marathon. We enjoyed poolside music, iguanas, Pacifico Lights, great pacific seafood, plenty of water, Popsicles, and so on.

One thing that really captivated me each day was one of the poolside attendants. Carlos was our attendant each day. He provided chairs, pool towels, offered water, and other traditional amenities for poolside service that are often found at the major luxury brands. But remember, this was a traditional branded Hilton. What set this hotel apart was the additional service attention. The diversity of services offered by this pool attendant were services I have not seen at those major luxury brands in South Beach, San Diego, Buckhead, DC or beyond (not to say they are unique to Cabo). Carlos polished my sunglasses each day, provided popsicles each day at 3pm, offered cold towels, quick snacks, concierge services, and Spanish lessons to Richard.

My challenge is to other hoteliers, managers, hospitalitiers, and customer service managers is to break out the normal or traditional services of a position. Find other unique services that fall in line or are typically expected services. Or copy services of brands that are typically higher in product service levels.

Until next time...

How Do You Fix Problems? A #Hospitalitier in Action.

In hotels, front desk agents are trained to handle guest issues and resolve them accordingly. Some hotels resolve issues by fixing the problems, while others teach their employees to resolve them and take it a step further. And then there are a small few out there who will go above and beyond and will compensate or offer an amenity to re-engage the guest.

In my experience I have been shown ways to approach these situation. The LEARN model is a common one and is fairly straightforward. Listen-Empathize-Apologize-Resolve-Notify. Listening is the most important. You may hear an upset guest but you may not listen and understand the issue. Once you have heard and listened, then you can react with understanding and apologizing. Resolve the issue, follow up with the guest, and notify management for potential additional follow up. The Ritz Carlton is very good with this approach as various departments communicate guest issues across the hotel leadership. This allows other areas to focus harder on that guest to re-engage them but also prevent future issues from coming up. Once the first one arises, guests are typically more aware of other shortcomings and won't hesitate to bring those to your attention. Additionally leaders will reach out the guest to ensure satisfaction and perhaps offer a way to get them back engaged with the hotel.

Below is what most front desk tool boxes look like (metaphorically speaking). If you open it up, you'll find things like complimentary breakfast coupons, free drink vouchers, wifi access (in certain companies), and maybe some stationery.

I've been in luxury and full service hospitality for almost half my life between the PGA TOUR/ TPC Network, Private Golf Clubs, and Luxury Hotels like Ritz and Waldorf. My tool box, thanks to my leaders, is much bigger. It's like the size of most tool boxes you find in a body shop. My toolbox contains floral arrangements, boxes of chocolate, rose petals, blank logoed stationery, champagne and fine liquors, excursions, spa packages, and so on. It also contains a critical thinking guide. I've experienced most negative situations in hospitality and know how to effectively respond and resolve issues. I wish I was better at apologizing, but I am usually very confident in resolving issues to satisfaction without compromising the integrity of the business. Thank you to the Andrews, Anna, Erins, Mikes, and Codys out there who have helped me over the years. Each has taught me various foundations of perspective to help me where I am today.

Expand your toolbox. Hone in your skills in communicating with guests who are upset or disappointed in services. Work with your teams to help them learn from previous issues to better handle future ones. Create a toolbox for your employees whether its a real box or one with ideas for those inexperienced in resolving issues. Create a budget for your toolbox and empower your employees to be the best you when you can't always be there. Your scores will go up. Your engagement will become more fluid. Your bottom line will get fatter. In the end, you will be more successful than when you first read this post.

We Are Conductors (of Music)

For the past year I have been learning the challenges of building a team of solid players. Players who could be strong pillars with a deep impact, players who could hit high notes, and players who could get my blood racing at the sight of a well oiled machine.

I love music. And no not the music that most people my generation love. I’m old school. I enjoy classic rock. I enjoy the brass and woodwinds of Chicago. I like the trumpet of Chris Botti occasionally mixed in with a violin or the workings of Sting. It’s summertime. How can you not love the sounds of summer and The Beach Boys?

I can’t name most artists like many of my friends can. I grew up listening to 101.9 in New Orleans and know most words to most songs. I’ll never go on the show Beat Shazam or Name that Tune. I don’t pride myself on that.

I pride myself on immersing myself in the music. In the sounds echoing in the room or orchestra hall. In the vibrations from the strings. They move a certain way. From the way the horse tail string moves along the strings. How one's breath across the reed of a woodwind instrument makes a certain sound. From the way the air passes through the curves of a trumpet. Immersing myself in the muffling of the pure heaven that brass instruments make.

Back to why I’m posting this. I have found some great talent to walk through the front doors of my hotels-- I've also found some that are less than desired. As a team, we have made do and we have had moments of triumph and great success. I’m here to make a team of successful individuals. Men and women who play their own tune but one that is constant to the product we offer. Who play a tune so melodic and pleasing to the customers ears. I have to be the conductor. I have to teach them how to pluck the strings, press the keys, and beat the drums. I have to groom "first chairs" for each type of instrument or supervisors of the orchestra. Leaders can't be everywhere at once and I have to trust that my "first chairs" will keep the music on  rhythm. I am working on my Opus. It’s not done. I may only have the first page. But it’s a work in progress. We will get there. And when we do it’ll be a harmonic tune.

My Promise to You

I have always been passionate about my work, my ethics, my motivations, and the customers I serve. The elevated approach and passion stems from how I was raised in a good family with focus on responsibility, family values, military backgrounds and so on. Similar to playing on an athletic field, I never was successful at half-assing anything or even winning by not giving it my all. I always gave it my all no matter how many restrictions, obstacles, and naysayers got in my way.

In one of my first jobs, I worked at Ormond Country Club (now Cyrpress Lakes) as a weed sprayer, cart guy, and ultimately golf professional. OCC was a mediocre club for the New Orleans area but was far from the quality of English Turn or Metairie CC. Instead of a full driving range, we had an irons only range. We didn't have a range picker for most of my time working there and being a member's kid. When we did, it was a run down golf cart with chicken wire wrapped around to prevent us from being drilled by a golf ball at 100+ mph. Since we didn't have regular access to a range picker, the role fell right on us cart guys. They would send us out on the range with no protection carrying a broken shag bag or a tube that barely held 10 balls (most buckets hold 55+ balls). I was amazed that the company wouldn't place a higher value on its employees' well being, safety, or even ability to efficiently do their job. I was only 15 years old and thought that was just how it was, but always asked questions and pushed to have my concerns heard. Fast forward to age 19 and there was still no range cart, no better shag bags, and no safer way to do our jobs.

I carry so many unfortunate and inappropriate ways to manage and care for employees with me to this day. After high school, I worked for a private country club and ultimately the PGA TOUR. I saw what it was like to have all the necessary tools and lagniappe (little bit extra) to get my job done. I now know how to never treat employees in my business and the company I work for. I want to share examples from the past, learning lessons, improvement tactics, and create a forum for how we can ensure these don't happen to future employees without a voice.

Running Out The Tunnel

Welcome to my online community and Thank You for taking the time to explore my thoughts, expertise, and ideas on hospitality, business in general, and innovative leadership. This will be an area where I will discuss topics on a more in-depth level as opposed to a few quick lines on  Jason Lynch LinkedIn or my Jason Lynch Twitter .

My goals for the next few months are to expand on sharing my thought leadership, expertise in hotel operations, team building, leadership, and changes in business. I have partnered with a team of social media ninjas who will guide me through some technology mediums I am not familiar with and with experts in all fields of business. I want to be your Go-To expert when you have a challenge. I encourage open discussions, idea sharing, networking, and most importantly, personal and business growth. I don't know it all but I am a GO Getter. I take risks. I love rewards. I want to share my experiences, my culture, my passions and hope that you will too.

Ready.... Set.... GEAUX!!!