How Marriott Broke Down Customer Data Siloes ?

Integrating customer data from
multiple brands enabled the hotelier
to craft unique offers for
customers and exceed sales goals.
By Rick Swanborg

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CIO — Make every interaction
meaningful: It's the Marriott philosophy.

This is not an easy task given
the multitude of Marriott brands
and the plethora of campaign
management tools used
to contact customers.

By partnering with brand leaders
and marketing leaders, Marriott's IT
department built a unified framework
for engaging with customers.

The project enabled Marriott
to exceed its revenue goals
while sending customers fewer,
more targeted communications.

The Situation: With more than

3,200 properties operating under

19 brands in 67 countries, Marriott

needed a campaign management

platform that could scale across

brands, programs and marketing

organizations; integrate guest

communication preferences;

and efficiently serve offers

to millions of customers.

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To read more on this topic
see: Get More from CRM: Activities
vs. Campaigns and The Keys
to Marriott's Success.

What They Did: A cross-functional team

of marketing leaders, brand leaders

and IT defined the experience

they wanted to provide to customers

across all Marriott regions, brands

and franchises. "We needed to fully

understand Marriott's marketing goals,"

says Mike Keppler, senior vice president

of sales, marketing and revenue

management systems. To accomplish

this goal, Marriott built a data

warehouse that provides sales

and marketing employees with

a "working memory" of the customer.

A data appliance provides

the computing power necessary

to very quickly parse large amounts

of disparate data about customers

collected in different hotel systems.

Statistical models derive and

present offers to customers based

on their past preferences

and behavior. Metrics gathered

from each campaign fuel

future campaigns and build upon

the working memory

about each customer.

Why It Was Unique: Marriott knew

its customers visited multiple brands;

for the first time, it had a way to tailor

its offers to how guests use

its different services. In the spring

of 2007, the first e-mail campaign

to use the platform was sent

to 3 million recipients. It included

2.9 million unique messages with

offers targeted to the recipients.

The campaign exceeded its

original revenue goals by

35 percent within six months

of deployment. The platform also

includes a Web-based self-service

tool for regional marketers,

cutting regional campaign

development from six weeks

to two days.

The Takeaway: A cross-functional

approach facilitated the creation

of an end-to-end business

process supported by

technology that provides balanced

marketing with relevant offers.

Rick Swanborg is president of

ICEX and a professor

at Boston University.

For more information,

visit www.icex.com.

Link here

Sent from Kigali, Rwanda

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