Cases “Every euro invested became 3.12 euros”
Accor wanted to tackle the sales and guest experience in response to the great growth of Airbnb. We trained all Front of House employees in the Benelux. Front of House are the people with direct guest contact and with the possibility of selling something extra: the reception people and the bar and restaurant crew.
Many hotels spread over three countries, with three very different cultures. Brands from economy to luxury that do not speak each other’s language completely.
No standard sales or upsell program.
We trained the leaders in advance in a 6-hour kick-off.
Each hotel chose itself in which they wanted to improve their performance. Our trainers visited each hotel 4 times 2.5 hours and trained them, among other things, in Storytelling, Challenges, Games, Teambuilding, Online challenges and blended learning. We then kept track of the sales in an online community and awarded points in a real Battle; “The Goose is Loose” (the Accor logo contains the Goose).
Each general manager, together with her or his team, demonstrated via a large final pitch what changes they had secured in their hotel. After this the main prize was forgiven and there was a big party.
Because we had no control group – because all hotels participated – we calculated the result of our efforts; we did not know whether, if we saw a rise or fall, it was due to market conditions or our training efforts. After all, if the market suddenly rises by 10% and our client also rises by 10%, then we have not added anything.
After comparison with market development, we were extremely happy with the Retrun On Learning (ROI).