Social Media Marketing Strategy for a Leisure Hotel Using Digital Customer Experience Journey Approach: A Study on Innside by Melia Yogyakarta

Innside by Melia Yogyakarta is a 4-star business and leisure hotel owned by PT. Saraswanti Indoland Development. In 2018-2019, Innside by Melia Yogyakarta experienced a relatively rapid increase in revenue. However, the Directors of PT Saraswanti Indoland Development are still not satisfied with the hotel's current performance. To improve hotel performance, the target market will be focused on leisure travelers. However, the social media platform owned by Innside by Melia Yogyakarta, which will attract leisure travelers, also does not have a good performance. To overcome this issue, several analyzes and findings are conducted. External analysis is determined by PESTEL and Competitor Analysis. Internal analysis is determined by VRIO and Segmentation, Targeting, and Positioning (STP). Then, a survey was carried out to find out the preferences of leisure travelers. The survey was made based on the customer experience's digital journey while staying at Innside by Melia Yogyakarta and hotels in the Yogyakarta. There are six stages of the customer experience journey: the awareness/inspiration stage; research/consideration stage; decision-making stage; preparation stage; in-hotel experience stage; and loyalty advocacy stage. The survey results were processed quantitatively and analyzed descriptively. Based on the survey results, the root of the problem lies in customers' low awareness/inspiration towards Innside by Melia Yogyakarta's social media. The solution to this problem is sought by using the Repositioning and New Wave Marketing strategy to create a horizontal marketing system on Innside by Melia Yogyakarta's social media. Each alternative solution is systematically compiled on the customer journey map. then recommendations for social media content were made to implement the formulated strategy.

Cape union mart: digital transformation and customer experience during a crisis

Learning outcomes The learning outcomes of this paper are as follows: to define the scope of digital customer experience, why it is important and how it can be used to create a competitive advantage, to evaluate the various challenges for traditional retail businesses that undertake a digital transformation strategy, to critically assess a chosen digital transformation strategy, to identify the key features of a successful digital transformation strategy and to develop a crisis communication strategy. Case overview/synopsis The Cape Union Mart Group is a typical apparel retail company faced with the challenge of improving the digital customer experience and accelerating digital transformation in the wake of the Covid-19 pandemic. Due to the pandemic, the demand for e-commerce increased dramatically. However, strict lockdown regulations forbade the delivery of clothing. When the lockdown was lifted, there was an order backlog of four weeks. To add to this challenge, the Group was in the midst of a technology update. They moved their entire information technology (IT) backbone to three clouds and, just a week before the lockdown, launched five new websites for its five different retail chains. The ultimate goal with the technology update was to give the company a competitive advantage by improving the customer experience. However, having to do this at an accelerated pace due to the pandemic posed a number of challenges. The case provides a vivid description of how the crisis unfolded and how Grant De Waal-Dubla, the executive of e-commerce and IT at the Group and his team responded to the challenges, together with the marketing team. Based on the success of e-commerce during the lockdown, the owners of the business then tasked Grant with new, aggressive growth targets. Whilst dealing with the aftermath of the lockdown, Grant’s main challenge is to develop a strategy to reach those targets. Complexity academic level The primary target audience for this case are postgraduate students enrolled on programmes such as Master of Business Administration or specialist masters in a business field such as marketing or strategy and also for Executive Education courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Digital Customer Experience Mapping in Russian Premium Banking

The purpose of this study is to identify, in an era of extensive digitalization, the major opportunities and threats that influence the experiences of digital premium banking customers at key stages of their banking interactions. This study’s conceptual research model combines the content of online questionnaires, completed by a representative sample of 3629 customers, in-depth interviews with heads of premium banking departments, and an audit of customer experiences conducted via Mystery Shopping in 13 Russian banks. The authors formulate four research hypotheses, substantiated by the empirical data and highlight key barriers preventing premium banks from effective digital interactions with their customers. Key opportunities for improving customer experiences are also identified. The theoretical contribution of the research includes the adaptation of an axiological approach to studying digital customers in premium banking. Practical contributions include the Premium Digital Customer Experience Map, designed by the authors as a ready-made tool for planning and improving premium banking services and a tool for performance comparison between competing banks. This study also discusses the authors’ definition of a “digital customer”. It presents a new approach to the Mystery Shopping methodology, including the recruitment of Mystery Shoppers following the three premium banking customer portraits: “saver”, “spender”, and “saver–spender”.

Innovative Concepts and Techniques of Data Analytics in Edge Computing Paradigms

Edge analytics is an approach to data collection and analysis in which an automated analytical computation is performed on data at a sensor, network switch, or other device instead of waiting for the data to be sent back to a centralized data store. Cloud computing has revolutionized how people store and use their data; however, there are some areas where cloud is limited; latency, bandwidth, security, and a lack of offline access can be problematic. To solve this problem, users need robust, secure, and intelligent on-premise infrastructure for edge computing. When data is physically located closer to the users who connected to it, information can be shared quickly, securely, and without latency. In financial services, gaming, healthcare, and retail, low levels of latency are vital for a great digital customer experience. To improve reliability and faster response times, combing cloud with edge infrastructure from APC by Schneider electrical is proposed.

Innovating Luxury Service Experiences Through E-Servicescapes

The digital customer experience is a top priority and major challenge for luxury service companies, who have to connect with their target customers yet strive to remain exclusive and to innovate their core offers while preserving their heritage. After a brief review of the literature on customer experience and virtual environments in luxury service contexts, this chapter focuses on e-servicescapes as a means for innovation and improvement in delivering omnichannel experiences for luxury customers. Adopting Bitner's typology of servicescapes, this chapter is based on a three case vignettes analysis that highlights how luxury service providers can use e-servicescapes to enrich their physical service experiences. Three e-servicescape strategies are identified—integration, amplification, and substitution—that ultimately support companies in renewing and improving their overall luxury propositions.