The better the question. The better the answer. The better the world works. У вас есть вопрос? У нас есть ответ. Решая сложные задачи бизнеса, мы улучшаем мир. У вас є запитання? У нас є відповідь. Вирішуючи складні завдання бізнесу, ми змінюємо світ на краще. Meilleure la question, meilleure la réponse. Pour un monde meilleur. 問題越好。答案越好。商業世界越美好。 问题越好。答案越好。商业世界越美好。

How can digital drive growth when there’s no scope to expand?

Adding new dimensions to a hospitality company’s future

EY - What if physical boundaries are just the beginning?

We helped our client use digital to add customer value in innovative ways

Where some might see a bright future, visionaries see a glaring need. A global hospitality and leisure company knew the business was in an enviable position, with every room booked. But that spoke of limitations as much as it did of success, which led to a compelling question: Where could the company add value?

The question was particularly pressing because the business was moving into the future with unsettling speed. Simply adding physical capacity, an expensive and lengthy process, could leave the business behind the curve.

And signs of digital disruption were apparent across the highly competitive industry: companies were rolling out new products and services. To win the future, the company needed to be a disruptor itself.

Over the years, the company had embraced innovation, especially in its physical space. It sought to be known as the most innovative. To do that while adding value and winning the future, it needed a broad digital strategy that would encompass both the short and long term. They asked us to help.

Unlocking value in new ways

We helped the company unlock value in ways it hadn’t considered. We started by helping it rethink the organization from top to bottom – not with the goal of embedding digital, or adding digital departments, but of being digital. As part of that, we made the case for a digital officer role in the C-suite, and we helped bring the new executive up to speed.

The effort included a comprehensive rebuild of back-office operations, putting the company in position to collect and analyze more data than ever before. It can be more agile, for instance using variable pricing to maximize the revenue from every room booked. And it can develop an exponentially better understanding of its customers.

Armed with that knowledge, the company can offer higher-value packages targeted at a particular customer group: Excursions for those who love physical activity, for example, or cooking classes and premium dining for “foodies.” It can identify those customers who would be willing to pay more for premium experiences.

Valued customers – and customer value

We also worked with the company to build a digital interface for its guests. The back-office transformation will allow the company to streamline the booking process; the interface will allow the company to continue the conversation with the customer during and after the vacation, soliciting feedback and responding to customer wants and needs in real time.

In short, it will be able to offer each guest a seamless and bespoke experience, then build on those experiences to expand its pool of return customers. It will also be able to identify its potential customers of the future, including the next generation of vacationers who are new to the company’s offerings.

The company is now poised to seize the upside of disruption in both the short and long term. It can continue to build its brand as an innovator and market leader. It’s ready to win the future.

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Hospitality insights

EY - Hospitality insights

Our annual report explores key themes in the sector, including innovation, globalization, technology and more.

 

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Our focus area: Enterprise strategy

We help our clients rethink their business strategy and operating model for the digital age

 

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