Hilton and Kempinksi are two hotel brands that take their social strategy very seriously. Here they share their top tips

In the multi-channel always-online world everybody has the capacity to deliver great customer service and to do so speedily, but surprisingly lots of organisations still aren’t doing so.

According to Joshua Sloser, VP of Digital Innovation at Hilton 42% of guests expect a response on social media within an hour but that rises to 72% if it’s a customer service related issue. Interestingly though, 70% of companies ignore complaints from customers on social platforms.

That’s not the case for Hilton, however, whose vision, in the words of founder Conrad Hilton is to‘fill the earth with the light and warmth of hospitality’. What’s now been added to that line is ‘one tweet at a time’.

To fill the earth with the light and warmth of hospitality…one tweet at a time

Hilton Hotels

Against this backdrop, the group has put in place a corporate strategy for dealing with the growing number of customer interactions on social media. According to Sloser their approach has been built on two core principles: the execution plan and authenticity. “We went to work long ago in making sure there was really a clear execution in terms of how we listen, how we respond and how we execute to all our guests all of the time,” he says. 

The same is true for Kempinski Hotels which has seen online reviews double within the last year. For Anna Kavelmann, the hotel group’s head of corporate digital strategy, it’s now more important than ever that a hotel’s online service matches its offline service. And in order to do that you need a comprehensive cross-channel strategy that fits your budget.

So what lessons do these two brands have to share? Here goes: 

·         Know where your customer is and who your customer is 

It goes without saying that it’s important to know your customer and for large brands with a global footprint this can be challenging. It’s about actively managing each channel so if you have a presence in China, for example, you need to be listening into the conversation on Sina Weibo, whereas in the US people are likely to be engaging on Facebook or Twitter. Kavelmann highlights the importance of defining a strategy for each channel.

·         Keep on top of reviews

With reviews about the hotel doubling in less than a year, Kempinski monitors more than a hundred reviews sites. In addition they are active on eight social channels. The group isn’t afraid to switch course either, and if they see interest in a channel growing then they will quickly shift focus.

·         Go the extra mile

It’s not just about engaging with your own guests, says Sloser, who points to the group’s @HiltonSuggest’s service which reaches out to travellers who aren’t necessarily staying in a Hilton hotel. Brand advocates voluntarily give insider tips for travellers visiting a new city. What it amounts to is giving travellers shareable information or content. If they are satisfied with that information, chances are the brand will be top of mind when they are next booking a hotel. For those grumpy guests, it’s important not to be tempted to get into a dispute on social media, says Kavelmann. Step back, take a deep breath and then pick up the phone to address concerns of an irate customer.

·         Get your guidelines in ship-shape and inform staff

Social media policies and guidelines are essential and all staff must understand and adhere to these. Kavelmann is quick to point out the importance of being realistic with resources while staying up to date with latest trends and keep staff informed. “Don’t be afraid to revise your strategy if it isn’t working,” she says.

·         Measure performance, assess the competition but take a step back

Like many hotels Kempinski Hotels uses an online reputation management (ORM) tool for social media monitoring which allows them to do intensive analysis of the noise around the brand. For Kavelmann, the earlier you can spot a problem area the better. It’s also important to check out how the competition is faring, she says, stressing that online reputation management can be directly linked to revenue performance. However, while hotels must be run as businesses it’s important not to forget the core values of the hospitality industry – and that is providing a great service to guests wherever they are. Sloser believes that many people have become too focused on the conversion and instead should take a step back and establish how to execute effectively and authentically in a way that puts customer service first. “Everything we do is customer service driven, we are constantly ready to serve,” he says.