There is no doubt that this was a great year for the LINC quality system. We transformed the way in which we listen to our guests consolidating our customer-centered philosophy, that places clients at the heart of our strategies and decision-making, and achieving excellent results in our satisfaction indexes.
To do this, we started work following the NPS metric (a client loyalty indicator) focusing on identifying the moments of the survey that have the most impact on our clients. With the information obtained we have worked on strengths and opportunity areas of the experience we provide for our guests.
The information of our quality surveys not only confirms that we are on the right track to obtaining ever better results; it has also enabled us to improve our knowledge of the guest profile of each of our brands and their travel motivation. In addition, we are now able to provide corporate areas with information for focusing on goals and initiatives. In 2018, our guest response ratio was 14%, 8 points above the desirable minimum for loyalty and satisfaction surveys of our brands. We received 192,815 surveys and analyzed 243,095 comments.
Concerning client loyalty, we achieved a NPS (Net Promoter Score) of 60 percentage points, 10 points above the mean of the industry (50%). Regarding the satisfaction index, 6 out of every 10 guests are satisfied with the service provided by our hotels.
On the other hand, 6 out of every 10 guests congratulated us in their comments, a sign that we have their confidence and that they will keep responding to our surveys. This will allow us to listen to our guests, find out their needs and take the proper steps to offer a better service at our hotels
All of our general managers review guest feedback in order to understand their requests and needs; follow up is 95% of the feedback. This complies with our standards for covering the needs and preferences of our guests.
All change and innovation in standards is supported by the voice of our guests received through the Ask Now LINC tool. In 2018, we reviewed 37 pilots to ensure that the initiatives being implemented are really what our guests need and require, and to provide a competitive experience.
We have established two main guidelines for listening to our guests:
- An intangible focus on operational and service processes
- An tangible focus on analyzing the status of our properties prioritizing investment on key areas or moments in order to improve the experience and fulfilling brand promise.
This year we worked on 141 studies and analyses that helped to improve continuous transformation of the experience and ensuring adherence to our brands, processes and standards.
Similarly, we successfully closed the new concept for our one brand, for which we achieved an increase in the NPS and satisfaction with physical conditions of 20 points with respect to the previous product.
This has allowed to identify three factors which are key for our guests: staff courtesy, staff efficiency, and room neatness and cleanliness we have turned these into the three main strengths of all our brands.
The main strengths that characterize Trip Advisor and that we offer our guests are service, location and cleanliness of the premises.
In 2019 we will continue to listen to our guests focusing on innovation, investment and operational strategies in order to ensure the best experience
The second most important feature in a brand study is the product. One of our main objectives is ensuring that the premises are maintained, that they increase their value and that they fulfill the needs of our guests. We also ensure that standards are complied with in order to fulfill brand promise of every one of our hotels.