Industries > Hotels & Restaurants


Hotels have experimented a large transformation within two main axis:

  • The modernization of their facilities, that has been widespread, and has become a “must” for hotels, a requirement from customers who are demanding better equipped rooms and fully integrated facilities (gym, workspaces, sporting areas, etc.) regardless if the hotel they have made their reservations with is considered to be of medium or high standard.
  • The creation of specific hotel formats for certain segments (especially in urban environments), with less rooms but where the attention to the slightest detail of decoration is adapted to the target customers liking.
  • Of course social media, with communities such as TripAdvisor, has reached an extraordinary weight in the decision making of customers (coincident to the time traditional travel agencies influence declined), while new merchandising channels, with increasingly mobile weight, subtracted management capacity from hotel chains in relation to new customers on terms of their purchase decision making.

    From the above we can deduct that, even though improving customer experience, in its physical aspect, has clearly been a driver for hotels the last two decades, it has not been the case for the people/style aspect of improving experience.


The restaurant industry is perhaps the one that has paid less attention to customer experience. While in their kitchens authentic pieces of art develop or, at the far end, successful fast food formats were brought out to the market, the service provided in the room never seemed authentically a priority, for most restaurants, who could potentially grow in revenue, but while having an unstable client base with high rotation levels and scarce fidelity to the brand.


Clientship features, nonetheless, some success stories from groups of restaurants
that have considered the service experience as a nuclear element of their strategy
which also generates results immediately in turnover and average customer ticket.