Mahindra Holidays & Resorts India Ltd. Dec 2018 - ASQ

1

Leading to higher Member Loyalty

Mahindra Holidays & Resorts India Ltd.

Dec 2018

And our quality journey…

2

2

For more than 2 decades and more than a million hearts an year…

3

Making Every Moment Magical!

4

3

5

Domestic

International

Over the last decade…

6

• QMS in Member Relations & Resort

operations - ISO Certified

• Customer Feedback limited to member

interactions & holiday experience.

• Inducted into TMW (The Mahindra way)

Defined

• 360 degree feedback system – feedback from all

customer touch points.

• QMS in Administration - ISO certified

• Transactional CaPs introduced as new metric in all

member surveys

• Scope of the feedback extended to Post purchase

experience, onboarding, & Reservation & general

servicing

• Centralized Complaint Resolution Unit

Proactive

• IT – ISO certified in Information security

• Outsourcing of Centralized customer services.

• Food safety hygiene: BHC (Branch Hygiene

Code) certification for 10 resorts.

• CES – Customer Effort score as a metric

introduced.

Predictive

• Predictive system – Text analytics to understand

member VOC and read behaviors.

• Member Segmentation

• Identify customer dissonance through - DAS

(Disengagement alert system)

• Phase-1: Integrated Feedback system to understand

member behavior at various touch points.

2007-11

2012-14

2015-17

2018 onwards Reactive

* QMS – Quality Management System

4

7

Implementation procedures/Standards and

monitors adherence to system & standards &

measure of performance. Responsibility:

(Functional Level)

External Audits &

Process Compliance

Centralized function

assessing, compliance to

stated standards are

monitored & reported to

LT & functional Head

Top Management

review

a. Performance of

Quality measures

b. Status of Initiatives

Identification of Problems and solve using

Quality Tools & techniques. Responsibility:

(Functional/Corporate level)

The training on quality tools & techniques and

mentoring of projects is done centrally by

Business Excellence

C-SAT/CAPS at all customer

touch points

Customer Complaints

Implementation of

Systems/Procedures & Monitoring

output quality. Responsibility

(Corporate & Functional level)

Quality Control

Quality Improvement

Quality Assurance

Vision of the company

Quality Objectives

The Mahindra Way (TMW) Principles

8

5

The Mahindra Way (TMW)

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FY -10 FY -11 FY -12 FY -13 FY -14 FY -15 FY -16 FY -17

FY18 - Cycle 10

Moved to Stage 5

(Ready to apply for

Deming Award)

Civic Award- Good Corporate Citizen,

2017

Best Social Media Brand – Hospitality

CII National HR Excellence

Award 2017

Winner- Creating Distinct Value

Certificate of excellence

TripAdvisor

27 Resorts In

India received

the certificate of

excellence

awards

DX leader – Operational

Transformation

Winner –

Mobile APP

TISS Leapvault – Gold Award

Winners

CLO

Award WINNER

Golden Peacock Award -

Sustainability

Rank 66 – GPTW 2018

10

6

Key benefits realized over the last 2 years

11

464

6420

12829

18791

0

5000

10000

15000

20000

FY 15 FY 16 FY 17 FY18

Co

un

t o

f k

aiz

en

s

Year

KAIZEN - SMALL IMPROVEMENTS

2891

4537

10084

0

2000

4000

6000

8000

10000

12000

FY16 FY17 FY18

ELEARNING MODULE - COUNT OF CERTIFICATIONS

66%

79%

92%

0%

20%

40%

60%

80%

100%

FY16 FY17 FY18

EMPLOYEES INVOLVED IN IMPROVEMENT ACTIVIT IES

Section 1

12

7

13

Vision of the company

Evolution of the Vision

Long Term Goals and Interim Milestones

Past strategic themes

Internal & External Gaps identification &

SWOT

Gaps identified through SWOT &

Benchmarking

Arriving at Strategic Priorities and

Initiatives

Translating Strategic Priorities & BSC to Strategic initiatives through X-Matrix

Identification of Strategic

Projects

Methodology

14

APC Methodology

Phase 1

BSC deployment

Can it be achieved

through incremental

approach

Standard Adequate

Standard Adhered

Standard available

Abnormality

detected

NO

NO

NO

Yes

Yes

Yes

Yes

NO

PDCA of previous

year SWOT

Strategy Formulation /BSC

BSC deployment

Disruptive improvement

initiatives

Implementation of the initiatives

through projects

Create or modify standards

Daily Work Management

Objectives Procedures

Monitor Performance -

Daily/Weekly/Monthly

Document control using

master tracker

Create or modify Standards

Communicate - Training/Refresher on

standards/Procedures

Implement standards - Regular training

Monitoring - Process measures at set

frequency (Daily/Weekly/Monthly)

Corrective

Actions

Phase 2

Identification of

Strategic

projects &

driven by CFT –

reporting to

Leadership

Phase 3

Standards & Role

Clarity

Phase 4

Monitoring,

Abnormality Handling,

revision & creation of

new standards

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15

Our Strategic Priorities & Connect to Long Term Goals

Long Term Goals

Strat. Priorities

Net Member

Addition

Total

Income

Cost of

Acquisition

Inventory

Addition

Member

Engagement

A. Increasing the depth &

quality of member acquisition X X X

B. Create an experience

ecosystem X X X

C. Accelerating Resort Creation X X X X

D. Driving product innovation X X

E. Digitisation and Analytics

Driven Enablement X X X X

F. Creating Engaged &

productive Workforce X X X X

16

MHRIL Strategic priorities & Initiatives – FY17 & FY18

Strategic Priorities Strategic Initiatives

A. Increasing the Depth and

Quality of Member Acquisition

A1. Expanding geographical reach

A2. Improving quality of acquisition

A3. Innovation in lead management

B. Create an Experience

Ecosystem for members

B1. Year-round member engagement opportunities

B2. Significant improvement in booking experience

B3. Improved onboarding experience

B4. Innovate in-resort experience

C. Accelerating Resort Creation

C1. Unconstrained supply of room inventory through leasing/ inventory alliances with

high quality resorts

C2. Faster and high-quality room inventory creation with standardised processes

D. Driving product innovation D1. Expand the product offerings

D2. Strengthening core product offering

E. Digitisation and Analytics

Driven Enablement

E1. Using digitisation as a key service delivery mechanism

E2. Digitisation of internal processes

E3. Analytics for decision making in management, marketing and sales

E4. Analytics for improving member experience

F. Creating Engaged &

Productive Workforce

F1. Manpower Rationalisation & improving Span of Control

F2. Capability building initiatives & Providing internal growth platforms

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Steps involved in Project Approval

Strategic initiatives

mapping to Goals – X Matrix

Identification of goals which

require disruptive improvement

Mapping key metrics along

with impact areas

Basis impact and need, Projects are prioritized

Project proposal to Steering Committee

Approval by head of Steering

Committee (MD & CEO)

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Reasons for detractors

“Booking Experience” followed by “Availability related” are the major areas of dissatisfaction among members

Booking Experience Base - 157

Difficult overall to book a

holiday 59%

Website experience not up to

mark 23%

No communication or

proactiveness from CMH on

booking holidays

18%

Availability related Base - 84

Almost everything seems non-

available 56%

Season eligibility related 29%

Resort choice is an issue 15%

Base: 853 36%

1%

1%

2%

3%

5%

6%

7%

8%

8%

24%

44%

Others

Lack of personalization tomember

HFRP Related

Member Relations

TRS – (Travel Related Services)

Resort Related

Sales Related

Cost of the product

Annual Subscription fees is toohigh

Food Related

Reservation Rules

Non Availability

Availability related

Booking experience

Detractor analysis of FY15 & FY16

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19

Category Strategic initiatives linked Goals Linked Metrics Linked

Booking

Experience

1. Significant improvement in booking

experience

2. Improved onboarding experience

3. Using digitization as a key service delivery

mechanism

1. Improve Loyalty Scores of members

to attract more referral sales

2. Digitization of booking experience

and self-help options

NPS, Resort

Occupancy,

Digital

Penetration

Availability

Related 1. Expand the product offerings

2. Analytics for improving member experience

1. Improve percentage of active

eligible members holidaying

2. Reduce reservation related

complaints

Unique Members

Holidaying,

Reservation

Complaints

Linkage to Strategic initiatives and BSC

20

81% 82% 82% 81%

19% 18% 18% 19%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY13 FY14 FY15 FY16

Resort Occupancy trend - FY13 to FY16

Resort Occupancy Not filled %

Stagnant Resort Occupancies – 19%

rooms going empty every year (1%

occupancy is approx. 10,000 Room nights,

1 Room night‟s average room revenue is

approx. INR 2000)

12%

30% 31% 33%

0%

5%

10%

15%

20%

25%

30%

35%

FY13 FY14 FY15 FY16

Member Experience Net Promoter Score trend

Though NPS Scores have improved, they

have been stagnant over the last 3 years

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21

• Complaints on reservations high despite reduction

• Stagnant % website penetration (No. of bookings done online out of overall bookings)

3942

3452

2950

2301

0

500

1000

1500

2000

2500

3000

3500

4000

4500

FY13 FY14 FY15 FY16

Reservation Complaints

12%

27% 29% 28%

31%

0%

5%

10%

15%

20%

25%

30%

35%

FY12 FY13 FY14 FY15 FY16

Web Penetration Trend

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Metric

Organization’s perspective Customer’s perspective

New Sales Revenue Maintenance

Fee Payments Self-care options

First Choice holidays

Lower booking effort

Resort

Occupancy L H H L H M

Net Promoter

Score H M H H H H

Reservation

Complaints H M M H H H

Web Penetration

trend H M H L H M

Degree of Impact

H – High M – Medium L - Low

Most metrics

play a key role,

both from a

member and the

organizations

perspective

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23

Pre-sales Onboarding Holiday Reservation &

Servicing Holidaying

Lead Generation Verification Contact Centre experience Check-in experience

Appointment Membership Kit Reservations through website In-room Experience

Membership sign-up First EMI & ASF

Payment

Confirmation Voucher & pre-

holidaying Resort Amenities

First Holiday

Planning

Complaint & Service request

handling Food & Beverage

Check-out experience

Membership Life-cycle and impacting areas

Touch Points

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Metric Category Current Level Target Level Impact

Resort Occupancy Main Measure 81% 85%

40,000 room nights per year – 15,000 families getting magical moments – INR 20 crores (USD 3 Million)

Net Promoter Score Main Measure 33% 60%

More than 2,00,000 feedbacks an year – leading to proportionate increase in referral sales

Reservation Complaints Counter Measure

2300 500 Thereby reducing Social Media negativity and increase in P:N ratio

Web penetration trend Main Measure 31% 60% Scalability, proportionate increase in number of bookings

13

Section 2

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PROJECT STATEMENT

At Mahindra Holidays, the core expectation of a member is to holiday and it is important that the process of booking a holiday is simple

and effortless. It is also important to ensure transparency and improve the perception of choice/availability to members. This directly

impacts key measures such as Net Promoter Score, which plays a key role in a „Word of Mouth‟ business like ours. Other revenue metrics

such as Resort Occupancies are also affected. Current State: NPS: 33%; Occupancy: 81%. Expected State: NPS: 60%; Occupancy: 85%

PROJECT TYPE The project is a Continuous Improvement Project – aiming to ensure that reservation experience of members improves across all touch

points

ASSUMPTIONS/EXPECTATIONS PROJECT SCOPE

1. Cross functional resources will be available to complete the

project on time

2. Involvement of cross-functional team at every stage

3. Alignment of third-party vendors/resources on project objectives

4. Management support & approval of technology automation

related solutions

5. Effective change management throughout the project cycle

6. Project reviews with Project Champion and Sponsor

In Scope:

1. All reservation related processes

2. Website bookings

3. Contact Centre Reservations

4. Communications to members on reservations

5. Reservation related complaints

6. Reservation feedbacks

7. Reservation related policies

Out of Scope:

1. Any process apart from reservations

2. Any membership policies apart from reservation

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BUDGET (Financial and/or Resource Constraints)

1. Any budgetary needs of the project (for any automation/systemic development) will be approved by the project sponsor (MD)

2. All project resources are already aligned to the project internally and with third-party vendors

3. The project aims at an increase in bottom line by at least INR 8 crores (as resort revenue). This is apart from all the other potential

increase in revenue possible through member referrals & payment collections resulting due to increase in member satisfaction

PROJECT SCHEDULE

This is a Continuous improvement project. The organization studied past projects of similar nature to arrive at timelines:

1. Plan: Problem definition: April-2016; Measure and Analyze: May 2016

2. Do: Solution Architecture and implementation in phases starting from June 2016 to January 2018

3. Check and Act: Starting Aprtil 2017, standardization and any further improvements to be done

RISK MANAGEMENT

Risks Mitigation

Lack of last-mile communication considering the scale &

scope of project

Communication plan to both members and internally to

overcome this

Lack of allocation of time by project team members Project part of everyone‟s Goal sheets along with benefits

Member/employee feedback on proposed changes Feedback management process strengthened with UAT

scenarios and member interviews to ensure feedback is

taken on time

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Type of

Projects

Continuous

Improvement

Process

Improvement

Problem

Solving Design Transformational

Process Current Gap Impact on Members

Impact on

Organization

Booking process in the

reservation engine Lack of a waitlist option H H

Bookings through contact

centre and website

Experience not up to

expectations H H

Booking Refusal Management

Process not seamless

from Supply to Output H H

Variety of choice

In-city and other

destinations (apart from

our resorts) lacking

H

M

Bookings through contact

centre and website

First-time refusals high

for members H H

The matrix helped in

identifying the type of

project – where

existing processes /

technology had to be

leveraged to address

the gaps

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In Scope:

1. All reservation related processes

2. Website bookings

3. Contact Centre Reservations

4. Communications to members on reservations

5. Reservation related complaints

6. Reservation feedbacks

7. Reservation related policies

Out of Scope:

1. Any process apart from reservations

2. Any membership policies apart from

reservation

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1. Cross functional resources will be available to

complete the project on time

2. Involvement of cross-functional team at every

stage

3. Alignment of third-party vendors/resources on

project objectives

4. Management support & approval of

technology automation related solutions

5. Effective change management throughout the

project cycle

6. Project reviews with Project Champion and

Sponsor

16

31

Stage Plan Do Check & Act

Actions

Problem

Identification,

Measure and

Analysis

Solution

identification,

designing and

implementation

Standardization,

Communication

of solution, VOC

on changes

Timeline Apr-16 to May-16 Jun-16 to Jan-18 Apr-17 onwards

32

1. Any budgetary needs of the project (for

any automation/systemic development)

will be approved by the project sponsor

2. All project resources are already aligned

to the project internally and with third-

party vendors

3. The project aims at an increase in

bottom line by at least INR 20 crores (as

resort revenue). This is apart from all the

other potential increase in revenue

possible through member referrals &

payment collections resulting due to

increase in member satisfaction

17

33

Risks Mitigation

Lack of last-mile

communication considering

the scale & scope of project

Communication plan to both

members and internally to

overcome this

Lack of allocation of time by

project team members

Project part of everyone‟s

Goal sheets along with

benefits

Member/employee feedback

on proposed changes

Feedback management

process strengthened with

UAT scenarios and member

interviews to ensure

feedback is taken on time

Section 3

34

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35

• SIPOC for the process

• Key stake-holders at each stage

Processes involved

• Basis SIPOC, each sub-process is identified

• Special Point of Contacts (SPOCs) for each touch point

Sub-Processes • Team formation –

Cross-functional

• Stakeholder classification basis role

Project Team & Stakeholders

• Identification of Risk at various processes

• Mitigation planned proactively

Risks

Process for stakeholder identification of Projects in the organization

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SIPOC – Reservation Process

Supplier Input Process Output Customer

Contact

Centre/Website Holiday Request Reservation Process

Holiday Confirmation

Voucher Member / Non

Member

Member / Non

Member Non Availability of

Rooms Reservation Process

Holiday Denial

/Refusals Member / Non

Member

Member / Non

Member Confirmed Holidays Reservation Process

Daily Reservation

Report Resort

Operations

Member / Non

Member Confirmed Holidays

Occupancy

Management Process Daily Occupancy

Report Senior

Management

Starts : Member Holiday Requirement Ends : Room Occupied / Empty, Refusals

Key Stakeholders:

1. Member Reservation Team

(Both internal & external

2. Inventory Management

team

3. Information Technology –

Reservation Engine,

Website

4. Strategic Projects

5. Vendors – Developing and

testing teams (External)

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37

Influencer Executor

Stakeholders Type of Stakeholder

(Ranking) Description Role

Steering Committee Influencer Sponsor and Champion Drive strategic objectives

Drive organizational goals

Project toll-gate reviews

Member Experience Team Executor Subject Matter Expert Analysis of process

Brainstorming of solutions

Solution identification & implementation

Inventory Management Team Executor Subject Matter Expert Process changes implementation


Solution identification & implementation

Information Technology Executor Project Coordination Systemic Vendor identification

Solution Conceptualization & Designing

Solution implementation

Strategic Projects Team Executor Vendor Negotiation & Project

Coordination Project Governance

Business Partner - Contact

Centre Executor Subject Matter Expert

Problem Bank


Partners - Information

Technology Executor Development and testing Development and testing

Partners - Analytics Executor Analysis, Data interpretation and

model-building Analysis, Data interpretation and model-

building

Members Influencer End Customer End Customer

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Influencer Executor

Project Sponsor

Mr. Kavinder Singh, MD&

CEO, Mahindra Holidays

Project Champion

Mr. Sujit Paul, Chief – Member

Experience and Business

Excellence, Mahindra Holidays

• Provides Strategic vision

• Guarantee commitment of team

• Remove roadblocks

• Ensures alignment with business

• Ensures resource allocation

• Decision making with Project Lead

Key Expectations of Sponsor and Champion:

• Toll gate reviews and sign-offs

• Guidance on additional skill-sets required

• Budgetary sign-offs required

• Additional resource allocation as & where required

Review Mechanism established

• Project update reports on email every week

• Fortnightly meetings with Project team along

with steering committee

• Daily reports on data points

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39

Project Team Knowledge

Required Current Level Gaps Identified As Is To Be Training given

Sponsor

Quality tools

Awareness Yes

None High High Not applicable

Strategic Vision Yes

Influence and

Leadership Yes

Coaching and

Training Yes

Negotiation Yes

Champion

Quality tools

Awareness Yes


Strategic Vision Yes

Influence and

Leadership Yes

Decision Making Yes

Process

Knowledge Yes

Basic Innovation

Tools for Idea

Generation

No Innovation Tools None High Basic Innovation

Tools

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Project Team Knowledge Required Current Level Gaps Identified As Is To Be Training given

Black Belt

Advanced Statistical

Tools Yes


Team Work Yes

Influence and

Leadership Yes

Coaching and Training Yes

Interpersonal

Relationships Yes

Project Management Yes

Innovation Tools Yes

Process Knowledge No Process Knowledge Low Medium Process walk through

Project Leader and

Team Members

Quality tools

awareness Yes High High

Innovation tools, Quality

Tools & techniques, Team

Building

Team Work Yes High High

Influence and

Leadership No Influence Strategy Low High

Coaching and Training Yes High High

Interpersonal

Relationships Yes High High

Project Management Yes High High

Innovation Tools No Low High

Vendors

Effective

Communication Yes High High

Innovative Thinking No Low High

Domain Knowledge Yes High High

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41

Kick-off Workshop

• Direction setting by Project Sponsor

• Detailed 2 day workshop involving all project teams

• Project goals, roles and responsibilities clearly defined

• Project management guidelines set

Off-site for ideation

• A two day off-site of critical team members along with Champion and leader

• Focussed Brainstorming on Project deliverables & way forward

• Helped in bonding as a team

Sponsor‟s contribution

• Key decision making at appropriate time

• Support in terms of budgets

42

What

(Team

Routine)

Internal

Stakeholders

Governance

review

Project

review

Cross

functional

team huddles

External

Stakeholders Business

partner

review

Why

When

(Frequency)

Whom Who

(Members)

How

(Communication

Mode)

Type

(Communication

Type)

To discuss requirements,

progress against plan,

issues, milestone dates

and upcoming events

Monthly Steering

committee

Project

Sponsor e-mail One

Way

CTQ Tracking

and

monitoring

Fortnightly

Project

Sponsor,

Champion and

key project

team

Project team MIS &

dashboard

reviews through

conference calls

Two

Way

Tracking on movement.

Review last weeks plan

vs. closure and agree

on next

weeks plan

Weekly Key project

team

Project Lead &

Team

Skype calls,

emails,

WhatsApp,

conference calls,

Two way /

One Way

To discuss requirement,

and issues Weekly Business

partner

Project Lead

Conference

calls, emails,

in-person

meetings

Two way /

One Way

Detailed Communication Plan

Stakeholder

type

22

Section 4

43

44

TYPE OF PROJECT: The project aims at easing the existing reservation process for members by bringing in more transparency,

increasing self-help options, providing apt holiday options using analytics/technology, thereby increasing the resort occupancies and

member's Net promoter scores

DESCRIPTION OF PROJECT APPROACH: This project uses the continuous improvement methodology using PDCA to enhance reservation experience. We follow PDCA

approach to resolve all problems across the organization. The Project begins with Problem identification, Measure and Analysis of

issues to find the root causes, which then are prioritized. Solutions were identified for prioritized causes, designed, validated and

implemented. Implemented solutions were then communicated to all stakeholders and standardized

Method PLAN Do Check & Act

Stage Problem Identification, Measure and Analyze Solution - Validation & Implementation Standardization

Tools

used

VOC: to identify current GAPS using feedbacks from members Proof of Concept (POC) - to test the

effectiveness of actual solution

AS-IS & TO-BE process mapping;

change in SOPs Benchmarking: To identify GAPS as compared to the competitors & industry best

practices

SIPOC/Process Mapping: to better understand processes and cross-functional

linkages Pilot run - to check and fine tune the

processes Standardized automated VOC

mechanisms - to enable

monitoring of effectiveness APC (Annual Planning Cycle) Framework - Project identification

Impact Matrix - used for project prioritization Member Surveys: To know the

effectiveness of the solutions Life Cycle mapping - used to know project impact areas DWM implementation for new

processes 5W 1H - Project team routine mapping Statistical Techniques (for waitlist

probability): Logistic Regression &

Random Forest Brainstorming: to understand real issues/practices Automation of dashboards/reports

Fishbone/Cause & Effect Matrix: to identify causes and prioritize Statistical Technique (for Resort

Recommendation Algorithm):

Collaborative Filtering Communication to all internal and

external stakeholders 5-Why Analysis: to identify real root causes behind the above

Pareto: to identify vital high impact causes

Hypothesis Testing: (One Way Anova), Scatter Plot

23

45

Voice of Customer through

Feedbacks

Conversion of VOC to CTQ –

Key metrics

Benchmarking to arrive at gaps

Verification of Gaps through Brainstorming and Fishbone

Prioritization of Gaps

Data based verification of Gaps (Pareto,

Histogram)

Solution identification

Solution implementation

Communication Standardization Further gap identification

Continuous improvement

46


Stage Problem Identification, Measure and Analyze

Solutions - Design, Validation

& Implementation Standardization

Tools used

VOC: to identify current GAPS using feedbacks

from members Proof of Concept (POC) - to test

the effectiveness of actual

solution

AS-IS & TO-BE process

mapping; change in SOPs Benchmarking: To identify GAPS as compared to

the competitors & industry best practices

SIPOC/Process Mapping: to better understand

processes and cross-functional linkages Pilot run - to check and fine tune

the processes

Standardized automated VOC

mechanisms - to enable

continuous monitoring of

effectiveness

APC (Annual Planning Cycle) Framework - Project

identification


effectiveness of the solutions Life Cycle mapping - used to know project impact

areas DWM implementation for new

processes 5W 1H - Project team routine mapping Statistical Techniques (for waitlist

probability): Logistic Regression

& Random Forest Brainstorming: to understand real issues/practices

Automation of

dashboards/reports

Fishbone/Cause & Effect Matrix: to identify causes

and eliminate lower impact causes Statistical Technique (for Resort


Collaborative Filtering Communication to all internal and

external stakeholders 5-Why Analysis: to identify real root causes

behind the above

Pareto: to identify vital high impact causes

Hypothesis Testing (One-Way ANOVA), Scatter

Plot

24

47


Stage Problem Identification, Measure and Analyze

Solutions - Design, Validation &

Implementation Standardization

Tools used

VOC: to identify current GAPS using feedbacks from

members Proof of Concept (POC) - to test the

effectiveness of actual solution

AS-IS & TO-BE process mapping;

change in SOPs Benchmarking: To identify GAPS as compared to the

competitors & industry best practices

SIPOC/Process Mapping: to better understand processes

and cross-functional linkages (trained by MBB) Pilot run - to check and fine tune the

processes Standardized automated VOC

mechanisms - to enable continuous

monitoring of effectiveness

APC (Annual Planning Cycle) Framework - Project

identification


effectiveness of the solutions Life Cycle mapping - used to know project impact areas DWM implementation for new

processes(trained by MBB) 5W 1H - Project team routine mapping Statistical Techniques (for waitlist

probability): Logistic Regression &

Random Forest (trained by Data

Scientist) Brainstorming: to understand real issues/practices Automation of dashboards/reports

Fishbone/Cause & Effect Matrix: to identify causes and

eliminate lower impact causes (trained by MBB)

Statistical Technique (for Resort


Collaborative Filtering(trained by Data

Scientist)

Communication to all internal and

external stakeholders

5-Why Analysis: to identify real root causes behind the

above(trained by MBB)

Pareto: to identify vital high impact causes(trained by

MBB) Tool Used for Statistics: R, Python

Hypothesis Testing: to provide additional validation

(trained by MBB)

48

Category Stakeholders Strongly

Against Moderately

Against Neutral

Moderately

Supportive Strongly

Supportive Resistance

Identified How to

influence?

Internal

Member Experience

Team Y None NA

Inventory Management

Team Y None NA

Information Technology Y Prioritization

against other

projects

Clarity on

prioritization and

benefit

realization

Special Projects Team Y Multi-tasking

with other

projects

Impact on

customer and

business due to

the project

External

Business Partner -

Contact Centre Y None NA

Partners - Information

Technology Y None NA

Partners - Analytics Y

Agreeing to

business inputs

along with

analytical

outputs

Trend of key

metrices to

prove the point

Members Y None NA

25

49

As mentioned earlier, there was a project regime established to ensure the project team

meets every two weeks to discuss the project. Please find below the other steps taken:

1. Project Escalation Matrix: Was created & circulated to all team members & stake-holders

to express any concerns. Concerns will directly be highlighted to the Project leader &

champion

2. Member Surveys: Member surveys were implemented after every key implementation to

ensure that we get the VOC regarding the same

3. Penalties for partners: Partner pay-outs were determined by adherence to timelines too –

this ensured that the project timelines were not compromised unless agreed between both

the parties

4. AGILE methodology: Since the project involved multiple actions, parallel solutioning was

done so that delay due to sequencing is avoided

50

Category Stakeholders Involvement methodology Communication Methodology

Internal

Member Experience Team Weekly meetings to brainstorm and

discuss issues

Calling – Two Way

Meeting – Two Way

Inventory Management Team Weekly meetings to brainstorm and

discuss issues

Calling – Two Way

Meeting – Two Way

Information Technology Technology solutions discussed

threadbare and help in prioritization

Calling – Two Way

Meeting – Two Way

Special Projects Team Project prioritization matrix

established

Calling – Two Way

Meeting – Two Way

External

Business Partner - Contact Centre

To ensure all their gaps identified are

close-looped and status informed to

them

Calling – Two Way

Meeting – Two Way

Partners - Information Technology

To agree on time-lines clearly at

every stage and regular reviews to

avoid delays

Calling – Two Way

Meeting – Two Way

Partners - Analytics

Pilot all algorithms on the test data to

ensure that the accuracy rates are

good once implemented

Calling – Two Way

Meeting – Two Way

Members Frequent surveys on

implementations Feedback Surveys

26

Section 5

51

52

Stage: Plan, Problem identification

27

53

Customer Comment

(What Are They Saying?) Identifying the Issue

Customer Requirement

(What's the Measurable Target?)

Can't keep waiting at your contact

centre for my bookings Ease of Use

NPS Scores, Percentage of

bookings done digitally

Your website isnt just upto the mark Reliability NPS Scores, Percentage of

bookings done digitally

I am just not getting any bookings at

all, everytime I check, rooms are not

available

Choice NPS Scores, Unique Members

Holidayed

There are no rooms when I check

but when I go to your resorts, rooms

are available, how?

Reliability Resort Occupancy Rates

Stage: Plan, Problem identification

54

Stage: Plan, Measure

Metric/Organization Direct

Competitor Mahindra

Holidays

Complaints/Active base 4.57% 3.70%

Occupancy rates 77% 81%

NPS 18% 33%

Digital Penetration 24% 31%

0% 10% 20% 30% 40% 50% 60% 70%

HealthCareProfessional Services

RetailHospitality, Travels & Restuarants

ManufacturingAutomotive & Transportation

Financial ServicesConstruction & Engineering

Consumer ServicesInsurance

IT & SoftwareBanking

MediaCMH

Telecommunications

NPS across various industries

97% 92%

61%

47%

34% 33%

0%

20%

40%

60%

80%

100%

120%

TeslaMotors

Apple Amazon Samsung Microsoft CMH

NPS - comparison with other brands

60% 59%

50% 45%

33%

0%

10%

20%

30%

40%

50%

60%

70%

Treebo Westin OYO Thomas Cook CMH

NPS - comparison with Holiday brands

28

55

Process

Technology

Customer

Product

Poor NPS Scores on

Reservations

Too many guest

booking

Multiple

apartments

being given

Limited resorts

No in-city

experiences Non-interactive

system

Out-dated user

experience

No alternative

options for

refusals

Slow response

on peak dates

Lack of mobile

experience

Mismatch between CC

& Web

No action on

refusals

Same approach

to all members Transparency on

reservations

Low resort

promotions

Fraudulent

usage of

membership

Dormant members/Not

interested

Wastage due to

cancellations

Lack of support

on web

High exceptions

at Call centre Concern on

safety No benefit on

web


56

A mail was sent to the Key

Stake holders to Rate the

Causes as below

0 – Not Relevant

1 – Low Agreement

3 – Agreement

9 – Strong Agreement.

The Consolidated feedback

scores are shown in the

table


Causes Type Total Score

Outdated User Experience Technology 133

Lack of Mobile experience Technology 129

No Action on refusals Process 123

Same approach to all members Process 121

Fraudulent usage of memberships Customer 103

No In-city experiences Product 102

No Alternative options for refusals Technology 95

Slow response during peak dates Technology 87

Wastage due to cancellations Product 86

Multiple apartments being given Process 67

Too Many Guest bookings Product 65

Mismatch of demand vs supply Process 64

Transparency on reservations Process 62

Dormant members Customer 61

Limited resorts Product 61

Non-Interactive systems Technology 61

Low resort promotions Process 34

Lack of support on web Process 32

Concern of safety Product 30

High Exceptions at the Call Centre Process 30

No benefit on web Process 28

Members not interested Customer 26

Lack of Awareness Process 25

29

57

Point (Causes) Root Cause Dist % Cum %

Outdated User Experience Features of Website 8% 8%

Lack of Mobile experience Features of Website 8% 16%

No Action on refusals Reservation Process 8% 24%

Same approach to all members Reservation Process 7% 31%

Fraudulent usage of memberships Reservation Process 6% 37%

No In-city experiences Reservation Process 6% 44%

No Alternative options for refusals Reservation Process 6% 50%

Slow response during peak dates Features of Website 5% 55%

Wastage due to cancellations Reservation Process 5% 60%

Multiple apartments being given Reservation Process 4% 64%

Too Many Guest bookings Reservation Process 4% 68%

Mismatch of demand vs supply Reservation Process 4% 72%

Transparency on reservations Features of Website 4% 76%

Dormant members Product Offerings 4% 80%

Limited resorts Product Offerings 4% 84%

Non-Interactive systems Features of Website 4% 87%

Low resort promotions Features of Website 2% 89%

Lack of support on web Features of Website 2% 91%

Concern of safety Others 2% 93%

High Exceptions at the Call Centre Reservation Process 2% 95%

No benefit on web Lack of website promotion 2% 97%

Members not interested Others 2% 98%

Lack of Awareness Lack of website promotion 2% 100%

Stage: Plan, Analyze

58

50%

82% 90%

96% 100%

0%

20%

40%

60%

80%

100%

120%

0

0.1

0.2

0.3

0.4

0.5

0.6

ReservationProcess

Features ofWebsite

ProductOfferings

Lack ofwebsite

promotion

Others


30

59


Classification S. No Associated Cause Data for Validation Tool/Method

Used Remarks

Reservation

Process

D1 No Action on Refusals Refusal Conversion trend Bar Chart Stagnant refusals & conversions, need more

conversions

D2 Same Approach to all

members NPS Scores of members VOC Analysis

Huge variation of NPS observed basis holiday

categorization of members

D3 No in-city experiences Member Feedback data Member Survey More destinations in&around cities required

D4 No Alternative options for

refusals Customers are not able to view

alternate room types/ resorts View of website

Comparing the view of an call center agent Vs

Website

D5 No Alternative options for

refusals Member feel they are not getting first

choice @ website Graph

Shows the difference between Call center and

website, and need to much better experience

D6 Multiple apartments being

given Members find speaking to an agent

easy One way Anova

Clearly shows that on Sundays penetration

increase drastically

D7 Wastage due to cancellations Cancellation of reservations analysis Graph More than 50% of members planning 30 days in

advance cancel their reservations

D8 High Exceptions at the Call

Centre

Exceptions taken @ call Center are

extremely high & hence customers find

call center to give bookings Scatter Plot

As exceptions increases, the web penetration

percentage decreases

Features of

Website

D9 Outdated User Experience Not all features in the call center are

available in the website Sample check

There are lot of members who are calling for

features which are missing

D10 Lack of Mobile experience Member Feedback data Member Survey Mobile is clearly the way forward

D11 Slow response during peak

dates Members find the website very slow One Way Anova

Comparing web penetration on normal days Vs Slow

days

D12 Transparency on reservations Members feel website is not transparent View of website

D13 Non-Interactive systems Website Complaints Trend Complaints continue to be high on website

D14 Lack of support on web Why Customers Call? Pie Chart

60

Clearly, the number of

refusals remain stagnant

year on year, and the

number of members

given a holiday post

refusal also remains

stagnant

0%

2%

4%

6%

8%

10%

12%

115000

120000

125000

130000

135000

140000

145000

150000

155000

FY13 FY14 FY15 FY16

Refusals and Conversion

Refusal Count Given Holidays %


31

61

NPS doesn‟t vary much

basis the category of

membership


37% 36% 33% 32%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Purple Red White Blue

NPS Score basis product type

49%

27%

14%

7%

0% 10% 20% 30% 40% 50% 60%

Holidaying & Not refused

Holidaying & refused

No Recent holiday

New members, yet to useproduct

NPS Score basis categories

There is high variation basis

holiday categorization

62


More resorts required in and around cities

26%

24% 18%

15%

10%

5% 2%

Survey Results - Resort Choices

Inside cities Near to cities Drivable destinations

Beaches Hill Stations Heritage sites

Others

Me

mb

er R

eg

ion

Resort Region

53%

17%

29%

29%

19%

29%

70%

23%

37%

56%

13%

8%

42%

19%

10%

4%

4%

4%

7%

14%

1%

1%

2%

8%

1%

WEST

SOUTH

NORTH

EAST

INTL

West South North International East

Majority members travel in the same region

32

63

Agent is able to view

availability by

apartment whereas in

website member does

not get a view of

apartment wise

availability which

raises the question of

transparency


64

Members find call center

providing higher chances of

providing first choice

holidays as against website

71% 72% 72%

73%

64% 65% 65%

64%

58%

60%

62%

64%

66%

68%

70%

72%

74%

FY13 FY14 FY15 FY16

First Choice Holidays

Call Centre Website


33

65


66


86%

62% 53%

43% 47%

14%

38% 47%

57% 53%

0%

20%

40%

60%

80%

100%

120%

0 - 15 16 - 30 31 - 60 61 - 90 >90

Booking Lag - Confirmation Vs Cancellation

Confirmation % Cancellation %

More than 50% of members

who book 30 days in advance,

cancel their reservation

34

67

As number of exceptions

increases, web penetration

decreases


68

S. No Feature Call Center Website

1 Confirm Bookings Yes Yes

2 Cancel Bookings Yes Yes

3 Take Exceptions Yes

4 Raise Wait-list Yes

5 View availability by apartment Yes

6 Show alternatives automatically Yes

7 Block reservations Yes

8 Edit Bookings Yes

9 Upsell using deals / offers Yes

10 Update special requests Yes

11 Cross-sell Resorts Yes Yes

12 Confirm multiple apartment types Yes

13 Confirm diff apartment each date Yes

14 Show point consumption Yes Yes

15 Explain Rules / objections real time Yes Yes

18 Special offer Bookings Yes

19 venue Comp Bookings Yes

20 Guest / Direct / Co-applicant Bookings Yes

21 HUS Yes Yes

There is a huge

difference between

features available at

the call center Vs

Website.


35

69 Primary reason for detractor-ship is the website not

working on mobile


37%

23%

21%

12%

6% 1%

Website Detractors Reach-out

Not working on Mobile Slow to respond

Very complex Not able to get my choice

Membership details not available Others

43%

57%

Login Source of members on website

Mobile Computer

We rechecked this through the source of login and

found that a healthy 43% were logging in through

mobile

70

Suspicion Statement Web penetration is low when website is slow.

Statistical Statement Ho : Mu (Slow) >= Mu (Normal)

Ha : Mu (Slow) < Mu (Normal)

Analysis One-way ANOVA

Results

One-way ANOVA: web% versus Website perf

Source DF SS MS F P

Website perf 1 765 765 5.92 0.017

Error 88 11360 129

Total 89 12125

S = 11.36 R-Sq = 6.31% R-Sq(adj) = 5.24%

Individual 95% CIs For Mean Based on

Pooled StDev

Level N Mean StDev +---------+---------+---------+---------

Normal 88 36.07 11.42 (-*-)

Slow 2 16.30 2.12 (---------------*---------------)

+---------+---------+---------+---------

0 10 20 30

Pooled StDev = 11.36

Inference

Since P is low, reject H0. Hence Web penetration is lower on days when

website is slow.


36

71

Website complaints

continued to be high in spite

of marginal reduction YOY

1812 1639

1456 1421

0

200

400

600

800

1000

1200

1400

1600

1800

2000

FY13 FY14 FY15 FY16

Website Complaints


72


More than 75% of calls

coming to the contact centre

are reservation related

37

73

Touch Points Mahindra Holidays

Banks Insurance OTAs/Aggregators e-commerce

Organizations ICICI, Citi Bank Bazaar, Policy

Bazaar etc. MMT, AirBnB etc. Amazon, Flipkart etc.

Onboarding Manual Processes &

Multiple handoffs Digital

Contact Centre No IVR Self-service IVR + Voice Agents Primarily digital Only Digital

Website Limited servicing End to End servicing on website

Mobile App Not Available End to End servicing on Mobile App

Transactions (inlcuding

bookings) Limited transactions Highly customized according to need

Usage of AI for

transactions

Usage of AI +

Recommendation engines

for personalization

Clearly, most other products that customers are experiencing were going the digital way, to

simplify experience

Stage: Do, Solutioning

74

Point Root Cause Solutions

Outdated User Experience Features of Website Revamp the website to make it mobile

friendly and include all features

Lack of Mobile experience Features of Website Mobile app for reservations

No Action on refusals Reservation Process Revamped refusal process

Same approach to all members Reservation Process Segmented approach for proactive

holiday planning

Fraudulent usage of memberships Reservation Process Travel agent identification and rules

No In-city experiences Reservation Process Inventory Augmentation Program

No Alternative options for refusals Reservation Process Waitlisting for reservations

Multiple apartments being given Reservation Process Revision of reservation rules

Transparency on reservations Features of Website Resort Recommendation Engine on

website and mobile app

Identified between Jun-16 & Jul-16

Stage: Do, Solutioning

38

75

Conceptualization of new screens

POC and implementation

Member Feedback on website

Approval from Project Champion

Development completion

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16

Website NPS Scores

POC

implementation

Stage: Do, Implementation

76

Key Features

• Mobile friendly

• All reservation features

included

• Servers realigned to ensure

demand management

• Easy login and registration

options

Live in Oct-16


39

77

Member Survey

Results presented to Project Champion and Sponsor

Hiring of resources

Conceptualization of features

Development completion

71%

19%

10%

Is Mobile App required? – Feedback from members

Yes Website would suffice I prefer call centre


78

Key Features of the app

o Research the Resorts

o Making a Booking

o View Resort Activities & Events

o Feedback on the Stay

o Making Payments

o Giving a referral

o Service Requests

o Complaint handling

o Notifications

o Updating Data

o Offers Redemption

Live in Dec-16


40

79

Manual Waitlist enabled

Results tracked and shared

Basis results, automation enabled

Instead of waitlist number, prediction built in

Incorporated in reservation engine

Month Refusals at Contact

Centre Manual Waitlists Conversion

Apr-16 79546 7389

May-16 80154 7432

Jun-16 82155 7572

Jul-16 76151 7152

Aug-16 78668 7328

Sep-16 79384 7378

Oct-16 69341 8580 9449

Nov-16 64213 12540 8884


80

Automation live in Feb-17 & Prediction live in Jun-17

Base

variable

Derived

variables

Extraction

MS SSIS

SQL Script

Predictive Equation

Rule

Waitlist

Probability

(RUN)

Reservation

Resort Data Room Book Details Season Data Waitlist data Waitlist Room Book Details

Customer

Contract

Customer

Product Master

Staging Tables

TALISMA

CREST

Member places a WL

Input variables

to model

Staging-2

Key Features 1. Works on a Real time basis

2. Completely automated

3. A Predictive equation is

placed in reservation engine

4. Accuracy @ 75% *Talisma – CRM

CREST – Reservation Engine


Only VO/Holiday

company to have

an automated

waitlist model

41

81

Live in Aug-16

Refusals across all touch points

Automated alternative

options through emails instantly

Data shared to contact centre

Reach-out manually within 48 hours to plan

holidays

Repeat Refusals & Non-Holidayed

members prioritized

• Since this was funded through reduction in volumes at contact centre and was a beneficial

process to both members and business, this was initiated without any separate validation


82

Tenure < 18 months

• First Holiday Planning (FHP)

Tenure b/w 18 & 36 months

• First Time Not Holidayed Members (FTNH)

Tenure > 36 months

• Non Holidayed & Never Holidayed members (NHM)

FHP – 60% of eligible new

members holidayed

NHM/FTNH – 50% of eligible members

holidayed

• Since this was funded through reduction in volumes at contact centre and was a beneficial

process to both members and business, this was initiated without any separate validation

Live in Dec-16


42

83

71%

29%

Members on Website and App

Members getting refused first time Members not getting refused first time

• However, more than 40% of these

refused members got a reservation later

• This was resulting in a perception of

non-availability for members

• The issue was brainstormed in one of

the project governance meetings and a

solution proposal was drafted

• Solution: Instead of allowing members

to enter all search criteria and query for

availability, why not show all available

resorts up front, including a

recommendation algorithm?


84

Unique Features of the Solution

1. Fusion Algorithm - Checks real time

availability of each resort and factors

them in recommendation

2. Recommender‟ output is across three

time frames – 15 days, 30 days and 60

days – Unique Differentiation

3. Scalable data architecture – Cloud based

server where the AI engine processes,

refreshes and disseminates output

4. Dynamic recommender system,

refreshed weekly for each member

Live in Jan-18


43

85

Web Interface App Interface


86

Pre-Recommender

Members lands on website

Tries to Book on Booking Widget

with Fixed Resorts and Dates in

consideration set

Successful?

Explore Other

Resorts/ Dates?

End of Process

Y

N

Y

N

Post-Recommender

Members lands on website

Tries to Book on Booking

Widget with Fixed

Resorts and Dates

Examines the

Recommender Widget

and tries to book

Successf

ul?

Books

ahead?

End of Process

Explore

Others?

Y

N

N

N

Y


44

87

Solutions Cost of implementation (in

INR Lakhs) Annualized Benefit

(in INR Lakhs) Remarks

Revamp the website to make it mobile

friendly and include all features 16

120 20 seats reduced at contact centre due

to reduced volumes Mobile app for reservations 58

Revamped refusal process 0 14 Basis number of room nights

generated through refusal conversions

Segmented approach for proactive

holiday planning 0 106

Basis number of room nights

generated through Proactive holiday

planning

Travel agent identification and rules 0 WIP This is work in progress

Inventory Augmentation Program 0 WIP

We are collaborating with various

domestic and international hotel chains

to give various options to members -

completely cost neutral

Waitlisting for reservations 0 198 Basis number of room nights

generated through waitlist conversions

Revision of reservation rules 0 WIP This is work in progress

Resort Recommendation Engine on

website and mobile app 9 156

Basis number of room nights

generated through Recommendation

engine

88

81%

82% 82%

81%

85%

86%

78%

79%

80%

81%

82%

83%

84%

85%

86%

87%

FY13 FY14 FY15 FY16 FY17 FY18

Resort Occupancy

12%

30% 31% 33%

47%

55%

0%

10%

20%

30%

40%

50%

60%


Booking Experience NPS

• Resort Occupancies increased by 5% - 53242 RNs – INR 10.57 Crores increase in

resort revenue (approved by finance)

• NPS scores of reservations increased to 55% - leading to more satisfied members and

increased referral opportunities

45

89

6.59

5.28 5.07

4.41

3.62 3.51

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00


Inbound Calls per member

3942

3452

2950

2301

733 498

0

500

1000

1500

2000

2500

3000

3500

4000

4500


Reservation Complaints

• Reduction in both inbound call volumes and Reservation complaints meant that the

man power dedicated for these activities could be used for more proactive reach-outs

to members

90

27% 29% 28% 31%

62%

85%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%


Digital Penetration on bookings

• A proof of members embracing the new technology implemented – the percentage of

bookings done through website and app has touched a new high of 85% in FY18

46

91

49% 53% 52% 53% 55%

60%

0%

10%

20%

30%

40%

50%

60%

70%


% of Active Members Holidaying

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

115000

120000

125000

130000

135000

140000

145000

150000

155000


Refusal Conversion

Refusal Count Given Holidays %

• All these have resulted in an increase in the number of active members holidaying –

aided by appropriate conversion of refusals as well

92

Automated reports to monitor digital penetration initiated

47

93

Daily reports to monitor resort occupancies initiated

94

Other steps taken to ensure:

• Automated feedback management portal initiated to continually monitor member

VOCs

• Additional features are being continually built into the website and mobile app

• All related SOPs updated and cascaded to all relevant stakeholders

• Key reservation metrics such as complaints, Resort occupancy and Unique

members holidayed included into the organization‟s or departmental BSCs.

• All front-end teams and stakeholders trained on all the new tools initiated

48

95

Category Remarks

Members SMS, Email, App & Web notifications

Internal Stakeholders

Changes in SOP, Trainings, Refreshers,

Internal email communications,

Townhalls

Mahindra Holidays & Resorts India Ltd. Dec 2018 - ASQ

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Transcript of Mahindra Holidays & Resorts India Ltd. Dec 2018 - ASQ