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ALDAR GROUP
Auditing customer experience in famous hospitality franchises
The engagement was led by property management, and driven by a desire to enhance and streamline customer-centricity across all Aldar Hospitality & Leisure.
6 months
Key scope focused on enhancing the customer-centricity of Aldar Hospitality.
11 properties
- 7 Hotels
- 3 Golf Courses
- 1 Beach Club
- 3 Golf Courses
- 1 Beach Club
10+ functions
- Centralised Call Centre
- Front Office
- Centralised Marketing
- Housekeeping
- F&B
- Front Office
- Centralised Marketing
- Housekeeping
- F&B
60+ deliverables
- CX Vision Design
- Journey Mapping
- Escalation Management
- Quick Fix Solutions
- UX Analysis
- Mystery Shopping
- Customer Archetypes
- Playbooks
- Etc.
- Journey Mapping
- Escalation Management
- Quick Fix Solutions
- UX Analysis
- Mystery Shopping
- Customer Archetypes
- Playbooks
- Etc.
83
NPS Score
“
Excellent client servicing, very engaged & sticking to timelines. Responsive, fast & pleasant to work with.
Context, Approach & Methodology
In 2020, Aldar launched a group-wide customer strategy initiative focused on customer centricity & customer experience.
In addition to retail and academies, Aldar's breadth expands outside development to encompass Hospitality & Leisure. Aldar hospitality and leisure properties extend across hotels, golf courses, beach clubs, marinas and f&b.
We conducted property-specific analysis in order to understand the experience of customers at individual Aldar properties. This analysis combined several elements, including mystery shopping, hybrid touchpoint analysis (analogue and digital), reviewing customer feedback and conducting more than x business interviews with both management and frontline staff.
We conducted property-specific analysis in order to understand the experience of customers at individual Aldar properties. This analysis combined several elements, including mystery shopping, hybrid touchpoint analysis (analogue and digital), reviewing customer feedback and conducting more than x business interviews with both management and frontline staff.
The intent of these investigations was to first enable us to provide a series of easy to implement solutions with immediate impact. Following this, we utilised these insights and engaged with each property to envisage the future experience of their guests.
customer strategy which will be cascaded, aligned and customized for each portfolio.
customer strategy which will be cascaded, aligned and customized for each portfolio.
Results
What did we achieve?
- NPS 83With high ratings across all departments and assets, Renascence NPS reached 83.1
- Group CX VisionWe have developed a group customer experience vision and adapted it across assets (Academies, Retail, Hospitality, Provis, Khidmah).2
- Group Escalation StrategyAcross all assets we have introduced an escalation & de-escalation strategy including a matrix with cases, roles, priorities and SLAs.3
- Customer JourneysStarting with the as-is, fed by touchpoint analysis and mystery shopping, as well as customer feedback, we have designed the future CX.4
- Implementation PlanJourneys are just tools to map the experience, what's important is a plan that will show what, when and how should be done & by whom.5
- Customer Experience CommitteeWe have supported the group strategy team by providing a framework for the first ever group-wide customer experience committee.6
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Let's work together
+971 (0) 4-325-10-47
+971 (0) 50-542-01-02
hello@renascence.io
+971 (0) 50-542-01-02
hello@renascence.io
601 Burj Al Salam, Trade Center, Dubai
601 Burj Al Salam,
Trade Center, Dubai
Trade Center, Dubai
+971 (0) 4-325-10-47
hello@renascence.io
Dubai, United Arab Emirates
hello@renascence.io
Dubai, United Arab Emirates
