Frank Trampert, Global CCO at Sabre Hospitality, explores his organisation’s innovative partnership with Langham Hospitality Group.

With a pedigree that goes back to 1960 — when American Airlines and IBM collaborated to launch the world’s first computerised airline reservation system — Sabre Hospitality has been a driving force behind the meeting of hospitality and technology since 2009. A global technology company committed to constantly evolving and expanding capabilities Sabre Hospitality supports and enables its customers to do more and be more. 

Hosted on Google Cloud, Sabre Hospitality interconnects over 900 connectivity partners all around the world, from online travel agencies to property management system providers, revenue management platform providers, customer relationship management system solution providers, and more. Today, Sabre Hospitality’s purpose-built hotel tech solutions are helping hoteliers to thrive in a rapidly evolving, increasingly competitive market defined by new challenges and new opportunities. 

Frank Trampert, Global Chief Commercial Officer at Sabre Hospitality, has seen shifts in the industry like this before. “In the nineties, the Online Travel Agencies came along and changed the industry. Hotels had to rethink how they connected with customers,” he recalls. Within just a few years, Trampert explains that the industry’s thinking had shifted. “Hotels were thinking more holistically about reaching customers all around the world as new technology opened up these new avenues,” he explains. “I see a similar trend now in the context of merchandising as hotels begin to retail their products and services beyond the guest room.” Of course, he adds, placing the many discrete products, services, and experiences a hotel can offer in front of customers in a more holistic and considered way — much like the transition to online booking in the nineties — is both an organisational and technological challenge.

“Think of it like Amazon Prime,” Trampert says. “If you go hiking and you purchase a tent, then a marketplace like Amazon’s will offer you boots and a torch and a stove as well. Merchandising in the hotel space is heading in the same direction.”

Partnering for success with Langham Hospitality Group   

Long-term Sabre Hospitality partner Langham Hospitality Group is one of the hoteliers exploring the potential of offering more than just a night in a room. “Langham has been a fantastic partner to us since 2009,” says Trampert. “Langham currently leverages a comprehensive suite of Sabre solutions — from booking and distribution to call centre. We enable connectivity for Langham to elevate the guest experience while opening up new retail opportunities to drive additional revenue.” 

One of the biggest challenges organisations face in the hospitality sector is that they are operating in a profoundly fragmented marketplace. The industry’s mixture of global chains, luxurious boutique locations, and everything in between reflects the diverse needs and tastes of the customer base. Not only are customers segmented into more discrete niches than ever before by budget, aesthetic, and experiential preferences, but the channels, platforms, and partners used to manage everything from customer relationships to suppliers and property operations also frequently lack interoperability. Disjointed customer experiences, operational inefficiencies, and all the headaches associated with legacy software make it more challenging than ever for hoteliers to deliver cohesive, personalised experiences their guests expect. In addition to the obvious challenges, it makes it harder for hoteliers to build long-lasting relationships with their customers and create the kinds of personalised, luxury services that keep guests coming back. 

Bundling personalised offers

Now, the two companies are working together to bundle personalised offers tailored to guest preferences that increase the net revenue for Langham’s hotels. As Langham’s innovation team looks beyond the refinement of the group’s existing business models, Sabre Hospitality is helping the global hotel brand explore the potential for new business models, including the possibility that a hotel can merchandise or create experiences beyond selling rooms. “It presents some very new and exciting opportunities for hotels to think beyond the guest room,” Trampert enthuses. “Think about all the other services available in a hotel — the gym, the spa, sauna, restaurants, shopping, and so on. What if you could digitise the merchandising of those services and bring them into the booking path.” Sabre Hospitality and Langham’s latest partnership has done just that, integrating services and experiences beyond traditional room sales into the booking engine. 

“We helped to identify categories of services like early check-in, late checkout, experiences in the hotel itself or in the surrounding area.” By driving merchandising, branded products and services revenue, Sabre Hospitality helped Langham-owned luxury hotel brand Cordis realise a 53% lift in sales around experiences, a 46% lift around merchandising, and a 35% lift in services provided in the hotel. 

“The customer can now make that connection and can see these products and services at the time of booking instead of coming to the hotel then being informed in the hotel about what is available,” Trampert explains. “We have built a product called SynXis Insights, and we are utilising these data components to provide highly actionable insights to hotels, to drive more awareness, to be alert earlier on if certain trends do not materialise.”

An industry leading connectivity hub

Looking to the future, Trampert explains that Sabre Hospitality’s continuing goal is to be an industry leading hub for connectivity and distribution with tools and services that make it easy for hotels to execute their strategic objective”. He concludes: “We have a tremendous opportunity to bring all these partners into a digital marketplace that makes it much easier for hotels to interact with us, their suppliers and partners, further removing barriers to delivering cohesive, personalised experiences to their guests.”

  • Digital Strategy
  • People & Culture

Our cover story this month reveals how Dr Roman Salasznyk, Senior Vice President at Booz Allen Hamilton, and his team are driving innovation at the IT services specialist to deliver digital solutions supporting federal agencies in their quest to drive mission-critical programs

This month’s cover story charts how IT services specialist Booz Allen Hamilton is delivering digital solutions to support federal agencies in their quest to deliver mission-critical programs.

Welcome to the latest issue of Interface magazine!

Technology is changing lives; from banking to transport and manufacturing to healthcare, the scaling of digital transformation journeys across global industry sectors is enabling and enhancing our lives… Harnessing the power of tech, to manage everything from the evolution of our supply chains to our response to medical emergencies like COVID-19, is changing the game.

Read the latest issue here!

Booz Allen Hamilton: innovation in public health

Our cover story this month reveals how IT services specialist Booz Allen Hamilton is delivering leading edge solutions to support federal agencies in their quest to deliver mission-critical programs.

“We’ve made a concerted effort to invest and provide leading-edge capabilities to support some of our client’s most pressing public health challenges across the federal government space,” says Salasznyk. “Technology must add value, solve a business problem, and deliver measurable improvements in efficiency and effectiveness.” That efficiency is driven by over 29,000 experts around the world driving digital journeys, developing analytics insights, engineering, and cybersecurity solutions while working shoulder-to-shoulder with clients to choose the right tech to realise their vision and transform.

Nuffield Health: digital transformation for a healthier tomorrow

Nuffield Health is the UK’s largest healthcare charity (independent of the NHS) operating 37 hospitals and 114 Fitness & Wellbeing Centres. IT leaders Jacqs Harper and David Ankers describe the organisation’s incredible digital transformation and how its people-first attitude runs deep. Nuffield’s beneficiary-centric approach means “driving experiences” to be optimal and best-in-class is paramount. “What was really compelling when I joined Nuffield was how much of a difference this business can make to the nation in terms of improving its health,” says Ankers. “And equally, how we as a team can make the lives of practitioners so much easier. There’s a huge amount of value IT can add.”

Also in this issue, we hear from Celonis on why process mining can help companies stop wasting money on tech they don’t need, and we present the latest analysis from consultancy giant McKinsey’s Technology Council highlighting the development, future uses and industry effects of advanced technologies across 14 key trends.

Enjoy the issue!

Dan Brightmore, Editor

Our cover story this month investigates how Fleur Twohig, Executive Vice President, leading Personalisation & Experimentation across Consumer Data & Engagement Platforms, and her team are executing Wells Fargo’s strategy to promote personalised customer engagement across all consumer banking channels

This month’s cover story follows Wells Fargo’s journey to deliver personalised customer engagement across all its consumer banking channels.

Welcome to the latest issue of Interface magazine!

Partnerships of all kinds are a key ingredient for organisations intent on achieving their goals… Whether that’s with customers, internal stakeholders or strategic allies across a crowded marketplace, Interface explores the route to success these relationships can help navigate.

Read the latest issue here!

Wells Fargo: customer-centric banking

Fleur Twohig, Wells Fargo

Our cover story this month investigates the strategy behind Wells Fargo’s ongoing drive to promote personalised customer engagement across all consumer banking channels.

Fleur Twohig, Executive Vice President, leading Personalisation & Experimentation across the bank’s Consumer Data & Engagement Platforms, explains her commitment to creating a holistic approach to engaging customers in personalised one-to-one conversations that support them on their financial journeys.

“We need to be there for everyone across the spectrum – for both the good and the challenging times. Reaching that goal is a key opportunity for Wells Fargo and I have the pleasure of partnering with our cross-functional teams to help determine the strategic path forward…”

IBM: consolidating growth to drive value

We hear from Kate Woolley, General Manager of IBM Ecosystem, who reveals how the tech leader is making it easier for partners and clients to do business with IBM and succeed. “Honing our corporate strategy around open hybrid cloud and artificial intelligence (AI) and connecting partners to the technical training resources they need to co-create and drive more wins, we are transforming the IBM Ecosystem to be a growth engine for the company and its partners.”

Kate Woolley, IBM
Kate Woolley, IBM

America Televisión: bringing audiences together across platforms

Jose Hernandez, Chief Digital Officer at America Televisión, explains how Peru’s leading TV network is aggregating services to bring audiences together for omni-channel opportunities across its platforms. “Time is the currency with which our audiences pay us, so we need to be constantly improving our offering both through content and user experiences.”

Portland Public Schools: levelling the playing field through technology

Derrick Brown and Don Wolf, tech leaders at Portland Public Schools, talk about modernising the classroom, dismantling systemic racism and the power of teamwork.

Also in this issue, we hear from Lenovo on how high-performance computing (HPC) is driving AI research and report again from London Tech Week where an expert panel examined how tech, fuelled by data, is playing a critical role in solving some of the world’s hardest hitting issues, ranging from supply chain disruptions through to cybersecurity fears.

Enjoy the issue!

Dan Brightmore, Editor

By Craig Summers, Managing Director, Manhattan Associates Customer experience can be make or break for retailers. In fact, recent research…

By Craig Summers, Managing Director, Manhattan Associates

Customer experience can be make or break for retailers. In fact, recent research shows that flawed customer experiences could be costing British retailers up to £102 billion in lost sales each year. This shouldn’t be news to retailers; the modern consumer demands a connected, consistent experience that is personalised to them, whether it’s online or instore. The same research found that running out of stock in-store was the biggest contributor to lost revenue, with 79 per cent of consumers saying they would not return to make a purchase if they found their desired item was out of stock. This frustration is only amplified if an out of stock product is marketed to the consumer. 

Personalisation isn’t anything new but if the basics aren’t right, retailers risk not delivering on customer experience. Many retailers still aren’t getting it right – and, explains Craig Summers, Managing Director, Manhattan Associates, inept personalisation is affecting the bottom line.

Misplaced Personalisation

The way in which retailers can engage with customers has changed radically over the past decade, from social media onwards. Add in the compelling appealing of Artificial Intelligence (AI) and the promise of incredibly accurate and timely promotional offers, and personalisation has become a foundation of any retail strategy. Yet while the marketing activity is becoming ever more sophisticated, personalisation cannot be delivered by marketing alone. 

Without integrating marketing activity to the core operation, retailers risk repelling rather than engaging customers. Product offers that are out of stock in the customer’s size. Promotions not on offer at the local store. Incentives to buy an item the customer has already purchased – not a problem for a standard food or household item, incredibly annoying if it’s an expensive mountain bike or cashmere jumper. Customers are becoming increasingly familiar with ostensibly personalised offers that fail to deliver a great experience.

What is the thinking behind a promotion that cannot be purchased by the customer? Why set such high expectations when they cannot be met? Enticing a customer to click through an emailed offer may be the measure of marketing success – but when that customer is unable to make a purchase because the desired item is not available in his or her size, that is at least one lost sale and a bottom line retail failure.

Complete Experience

Are retailers listening to what their customers want from personalisation? Great personalised offers will not deliver any value if they are not linked to the rest of the business. Smart technologies, such as AI, without any doubt have a role to play in delivering personalisation – but they are not the foundation. The foundation is getting the basics right. It is ensuring that when a customer wants to buy a product – online or instore – it is available. It is about providing Store Associates with the ability to track stock anywhere in the supply chain, reserve it for a customer to try on instore or have it sent direct to their destination of choice.  It is about combining stock availability information with customer insight to make intelligent suggestions, both instore and via marketing promotions. 

Bottom line success is, essentially, about the quality of the interaction. And that means considering not just the accuracy of the promotional offer but the complete customer experience. What is achievable today? What can be done well? If a product is being promoted to an individual, is it available in the right size? Is it available locally, or only in flagship outlets? It is these disconnected experiences that are fundamentally undermining customer experience and brand value.

Conclusion

The future of customer personalisation is incredibly exciting. AI promises the ability to predict a customer’s desires before the customer. Fabulous. But only fabulous if that product is available to buy, at a time and place to suit that individual. Right now personalisation is about the retailer; it is about being clever with promotions.  It needs to be about the customer; it needs to be about delivering the quality of experience that drives sales.

Retailers need to go back to basics: use technology to recreate the ‘corner shop model’ of the past, at scale. By creating a truly immersive experience for their customers, retailers can find a way to make personalisation profitable again.