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We need to be hungry, we know that we need to have the right mindset to leave you with a thought that we are the ones that need to make the change. We know that there are gaps with our people, but we also know there are gaps within ourselves. We ought to change ourselves to drive that change.

The desire is there, do we have the will, the tenacity to get there? We need to tell ourselves why we need to change. The old me and the new me. This Advance is about rebooting ourselves. This will be the biggest change in the two days. There are more questions than answers now, and that is ok. We are making good progress.

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We know that Dubai is open, but from the corp team, we are building our own package. Are we chasing the right team or not based on the opening of the country? Due to changes in policy, we are unable to chase to meet the speed in changes. Individual policy from government and hotel policy is not arriving on time. Hotels depend on policy from government but they are also not obtaining it on time which causes them to be unable to service customers.

When you develop a product, whose KPI is this if it is not saleable? If you develop 10 products, if 8 can sell then 2 cannot, then it might be product problem. How do we know if it is a good product through the sales, through closing the sale? If we have a benchmark by going to at least 40 people, if no one buys, then it might be a product problem.

If you see through medians, then you can also see the sales performance based on the performance of sale. We can look at your average closing rate.

Do we do demand planning? Short answer is No.

Demand planning is through modelling the market. Right now Malaysia can travel to 13 countries without quarantine. If cannot sell, then what can we sell, how many, how many hotel we need to procure? We hit the numbers...

Right now, when marketing materials are created, there is only one set of product. If we are talking to corporate clients for example and we only have one flyer, then the piece of marketing material needs to be addressing our target audience. How? Define materials and different tone of voice on marketing materials for example, if we have the same product, though it is the same product but because it is a different segment, like corporate and leisure, the tone of messaging needs to be different.

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Packages that are readily available that can be accessed by the whole company.

There needs to be a commitment with the building of packaging, that there is a commitment to sell.

Banyan and Pavillion, 30% margin, very good products, cannot get it anywhere, they want product team to provide 40 room nights, but once this is launched, there is no commitment to sell. For product, we see what is saleable. But every time when we go back to supplier, but when we don't get back the number, the sales team don't commit to sell.

How does this work? Before, sales to product team, product team source it. Now, there is a demand for something, then product team takes in from feedback from TCs, then they will search the market to source the suppliers.

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Travel requirement enquiries to be addressed. Right now emails are being used to check on updates in a region, a proper library needs to be created in order for the travel restrictions can be visited in a seamless fashion.

If we have a hotline/call center 24/7 that can be used to address the issues that come so that it does not only handle the leisure complaints during work hours.

Training department needs to be incorporated in org structure to ensure we are mitigating circumstances in which the information is lost when someone leaves. Something to keep in mind is to have a sort of training division so that they are able to use it as a customer bank. HR wants to set up a KPI to upskill team members with specific skills from each department. Also, perhaps it expands on the particular division and maybe then to become like a school such as what Reliance did.

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Customers now see our social media ads first. Enquiries are coming in but are unanswered. Takes 9 days or more to return a message / call. 100 of tickets are currently unresolved and pending. More Leisure team has been brought in to address the tickets but new batch of tickets constantly come in.

Customer writes in about travel requirements, recommendation is to Google it themselves. Building up knowledge center is important, to refer to for information with the aim to resolve it within 30 minutes.

2nd touchpoint is the enquiry, how is the conversation handled? Right now we are just pushing responsibility and not addressing the customer's needs. I throw you a flyer and hope you buy. We have 50% of customer contacting us with refund problems. Returning customers who are looking to rebook after 2 years. There are the operations team who take care of long lost issues. SLA resolve issue within 30 minutes. Second touch point is sales touch point, his budget, timeline and what he needs, then TC has 48 minutes to close the sale. They have that time to pull up information and close that experience. The experienced sales individuals are more familiar to close these issues, however this is a competency issue that needs to be addressed. Keith and Evelyn is calling clients that we need to take care of where deposits have been paid and potentially become a returning customer.

Moving forward, for LHT team, Eugene's team, what we are doing with this team, Eugene and Andy, they are going to be focused on building the cruise website and the sales team, a VP of sales will be hired. Yusof and Jacky, product team. Leisure Marketing team, Shin, Sam and VP of marketing who will be taking care of this team.

Funds coming in, Qatar airways wants to give us funds to drive a campaign, so setting up a fund process in which we can set a minimum to co-set up a process. The problem however needs to be resolved really quickly so that there are no backlog and it does not continue to be a problem.

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In the account management/PM/business director owns the client. Customer service and sales falls under their portfolio. There are ones that go after sales, there are farmers that are the ones who understand the clients. This falls under the customer journey, the person who takes care of corporate accounts  knows how to anticipate these trips.

You need the right people to service different industries, clients and business. For example, if you have a beauty client, then they are high touch, and they need someone to call them and the right individuals.

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Is there an easy way to measure success if there is an easy way to manage this group booking? If more than 30 pax then it is under MICE, it could be under Sales Head, etc.

If client can't remember everything then the clients can contact one PIC then it is funneled to the Ops. Each group transaction goes to PM then only Ops. However, in reality, there will be people that resigns or have a better relationship with Ops team.

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We need to improve communication skills. We need to know the full information on the previous liaison rather than to wait from the client which has lead to the client to deal with the hotel directly.

If PM has a close relationship with the corporate client, then it should be the company booking directly and asking the PM to help plan the trip rather than the trip being planned by the corporate partner and coming to HTT just to book part of the trip.

Should bookings involve the client? Some thing that needs to be tailormade such as a group booking should be informed to PM.

For example, Ivan has relationship with Angie, but maybe for other departments, they may go to the Ops team directly so that PM is able to be kept on the loop.

The level of service that are provided need to be consistency. There needs to be an introduction of the PM that provides the service suite provider and build a really strong relationship - if PM can introduce Ops team to introduce a whole suite of services but there need to be a way to liaise between these two teams. As these process are also being tightened, the competency of PM team with customer service levels and Ops team with customer service levels needs to be the same. The same level of monthly service that is provided on the same steps.

Step 1: All the corporate clients needs to be re-onboarded, HTT has changed. We have a launch event. Come back, roadshow.
Step 2: All the bookings go through Ops team. The commitment from Ops team goes into the PM team. If there is a group booking, if it is a group, then it will be passed on to Sarah with PM in the loop, any service issue also has PM in the loop. PM to do it together. Once invoice are signed, KPIs are PM. Even if anyone closes, the right person hits the KPI.

For upselling, it needs to be under PM, because Ops needs to meet SLA. There needs to be a standard on where the Ops team can upscale those kind of things need to be under Ops as well. (i.e. if someone is going travelling from Monday to Friday, then Ops then they upsell to include weekends)

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HR or the department head?
Perhaps it's not a problem to be fixed but perhaps an opportunity to fix. However, it may be something that needs to be done by both HR and department head. Department Head to identify competency to be improved and HR to source that issue. Who is at fault if the competency is not addressed?

If appropriate training has been given, if the guidelines and outcome has been provided, then it would have to be addressed by the business.

HR plays an important role to follow up, but it is the business' decision to keep, enhance or improve these talents.

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Inbox can only address 20 inbox at any one time.
There is an expectation that even after calls and after lengthy conversation, they are needed to send them an email. Hence, they don't see the purpose to send the email as it looks as duplication of work.

Another item is that when a foreigner calls in, there is a fear that is attributed to it, because they are unable to understand accents.

In Ben's mind, instead of go through this discussion at snail pace, let's go to the end goal is, why do we want these people in our company?

Do we need staff that do things just because they need to do it? Or do we need people with the set of skills that are able to answer the questions. So is it a competency issue that we need to address.

Because they are not highly educated, we are not having the standards to meet the competencies. They have been trained, however are not meeting the standard. They are not highly educated, have been given the training, but is it an attitude problem that we are facing now?

For the 70% of the people that do not want to call, why do not want to call? It isn't about resource, if there are people but 70% do not want to call?

If this problem is a small problem, but the value that they are bringing in is so big? How big is the problem compared to the value they bring? Is calling so important that they generate that revenue through calling?

Say we need 10 hours to close 1 million. If we can call by 5 hours and close 1 million.  It is no issue in terms of covering the current emails and also over the weekends to address these issues.

A little bit extra assistance needed to train them. They are an asset and we need to identify the right training to address the right standards.

As part of the customer service aspect in the leisure end, we need to address the right competencies in the area. Customer service data seems to be the right data we need.

Different customer segments requires different level of service. If I'm an existing customer or a new customer, I will have different touch points, there needs to be speed to respond. For leisure, processes are being revamped and KPIs are able to address for sales to be generated. Just put it part of the standards to make it successful. If we call, we can shorten time, hence, just providing the right training to resolve matters at hand.

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In one island, the calls and emails are shared between agents.
They understand that if they call, then the issue is solved.
There is a misconception that when emails are sent out, there is a bounce and emails are answered by different TCs.

If everyone calls, then everyone says wait, but it causes an issue because they drop the call and call back. However, the stop get measure is that Colleen passes it on to specific team members to solve the issue and if they call back then it

TC handles a lot of cases, that causes them to be unable to perform. They are to finish the queue, hence, we might need to increase staff force to address the queue and have the purview to answer calls as well.

Pre-COVID, we had more queries, although we had more staff.

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People:
1. Scope
2. Competencies
3. Overall

TC, Calls, Struggle despite the training and everything that has been given.

The new generation, the young generation do not like to pick up the phone and call and they like to email. The tone in which emails are read are not able to communicate the right messaging and tone of voice to our customers. It isn't the training per say, but it is just that our younger generation do not like to speak on phone calls.

Our TC not able to provide consistent information.

From IT team, from a user perspective, during text communication, WhatsApp, email, there are miscommunication. Hence, Joshua suggests making a call.

What kind of problems? User are asking/enquiring on some issues that they are facing but we are responding on another matter, but the information delivered is not as per the customers request.

Sometimes, they way you communicate through written communication and through phone calls are the same.

Under TC that are not wanting to call, about 70% that are not wanting to call. Did we hire them to call? They know that they need to call, but they don't call. Under Ops, there are 15.

The issue is that they want it in B&W, but there is a voice recording, so there is no requirement for it to be in B&W.

In the past, has there been miscommunication via email? Phone calls are a personal touch. Does this happen in Leisure? For refunds, booking, next thing they can do, the main issue is that they are contacting branches and they are contacting other branches under different branch and because the disjointed database, there have been no information on the particular customer, then there is a team, Keith & Evelyn who digs the issue and addresses the issue in 3 days. If the phone rings, then there is an anxiety due to a backlog.

Apart from training, what can we do to change the behaviour. They provide case studies to ensure they are able to understand that they are able to solve the issue.

They may have an interaction queue, maybe they have a queue to clear. Each agent has to clear the emails that they have to reply, so a customer asks a lot of questions, hence, it takes away a lot of time which causes them not to be able to clear their queue interaction.

From a frontliner, there may be an issue, where there is an SLA to follow for Ops Team, hence, there is a dislike to pick up the phone as the phone calls are not done.

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Slowed down by internal process