In its report, "A restoration in hotel loyalty: Developing a blueprint for reinventing loyalty programs", Deloitte explores how to increase the effectiveness of loyalty programs.
In October 2012, Deloitte’s Travel, Hospitality, and Leisure practice engaged in extensive consumer loyalty research, surveying over 4,000 travelers and conducting two in-depth focus groups with frequent business and leisure travelers. This research provides deep insights into hotel guests’ travel behaviors, attitudes, and engagement preferences.
In its report, “A restoration in hotel loyalty: Developing a blueprint for reinventing loyalty programs”, Deloitte explores how to increase the effectiveness of loyalty programs. The research points to two over-arching and compelling conclusions:
- The best-case scenario is that hotel loyalty programs as they are constituted today have either little or no impact on travelers’ purchase decisions, and, worst case, these programs drive undesirable brand-switching behavior.
- Hotel brands and owners that choose to instead build differentiated loyalty programs and a customer experience that anticipates and integrates priority customers’ personalized needs have the potential to capture incremental market share, as indicated by these facts: Roughly 30 percent, on average, of hotel loyalty members are “at risk” of switching their preferred brand; Nearly 50 percent, on average, of hotel loyalty members’ annual hotel spend is not with their preferred brand.
Customer Loyalty in the Hotel Industry Traveler – Survey Findings by Deloitte
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