Currently, much of the information that is fed into CLASS is gleaned in a low-tech but reliable way. A "guest preference pad" is part of each employee's uniform. Any guest preferences are noted on the pad and routed to the guest recognition office. Employees can also call a hotline to share the information. The company vision, however, is that all employees throughout the hotels will soon be able to access CLASS directly. To that end, the company is now investigating the benefits of using portable technology, such as handheld devices, to assist in widening staff access to the database.
Kyzer is quick to point out that the most important component of the Ritz-Carlton's KM system is the company's employees and the process built around them. "Our people supply the initial information that is added to the system as well as carry out the services detailed within the system. If our employees didn't put the information to real, concrete use the system would be worthless." There are successful Luxury CRM Culture case studies out there. Steadily, luxury brands such as The Ritz-Carlton Hotel Company, Tiffany & Co., and Lexus, whose cultures are highly customer-centric, have found that analytical CRM, although challenging to implement, significantly enhances the results of a customer-centric corporate culture. In the ideal and perfect world, Luxury CRM Culture should always come first. However, as you build the analytical CRM infrastructure you must also build a Luxury CRM culture, specific to your brand DNA, in order to achieve maximum results. 1. Operational CRM
Operational CRM means supporting the so-called "front office" business processes, which include customer contact (sales, marketing and service). Tasks resulting from these processes are forwarded to employees responsible for them, as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for...
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