Buying coke online in Flims-Laax

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Buying coke online in Flims-Laax

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Buying coke online in Flims-Laax

Kristian Paasila, CEO and partner of the tech flourishing. It takes him to his office in the newly coming summer season. His thoughts are wandering. It is going to be another busy day and his business is. Although some of the pioneers in CRM such as airlines or hotel chains are from the tourism sector, skiing resorts have traditionally not been associated with best practices in managing their customer relationships. While most resorts would claim that they deliver excellent customer service and quality, at closer sight, who they were serving was an open question for many years. Barriers to destination- based CRM programs are numerous. Developing and maintaining the IT infrastructure which would enable skiing resorts to track the customer transactions is not seen as a core competence in this sector and the skills are missing. Some would blame the diversity of interests among the stakeholders, which renders the data collection rather difficult. Deciding on joint systems, IT investments, customer data access and data management responsibilities seems impossible in the context of destination ecosystems, where service providers are inextricably linked in close webs of coopetition relationships. Still, not doing anything did not appear to be an option, particularly for Swiss Skiing resorts. For the last ten years, they suffered from declining visitors due to the financial crisis in and the release of the support for the exchange rate Swiss francs to Euro by the Swiss National Bank in January see Exhibit 1. Cutthroat competition for the increasingly savvy customers was the consequence. Customers however, did not only have a choice between Austrian and French destinations offering more value for the strong Swiss currency, but could also trade it for weekends in sunny places easily affordable through low-cost air fares. Not surprisingly, the main focus of creative marketers in the resorts over the last 10 years was pricing. Top of the list is a crowdfunding offer for season passes by Saas Fee in the Pennine Alps. Instead of CHF 1,, 75, skiers snatched the attractive winter season pass for CHF , leading to a guaranteed revenue of CHF 16 mn for the company even before the season startedi. Initially accompanied by an outrage from competing resorts, the campaign was still answered with the introduction of a number of equally customer appealing, yet costly price attractionsii. These ranged from family tickets with free access for children e. Stoos , reduced prices for young adults of up to 25 e. Verbier , flexible demand-based pricing with a bad weather discount Blatten-Belalp, Flumser Berge or the Magic Pass offered by a composite of 24 skiing resorts in the. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from mainly from company information. No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner. With online sales channels, the use of crowd funding or real-time geographical and booking data these marketing initiatives adopt digital processes. Still, little transparency about individual skier behaviour and preferences is provided. Flims and Laax, the two neighbouring villages in the Grison region of Switzerland, where Rhaetian as the fourth Swiss language is still spoken among the locals, has long walked the fine line between modern and traditional life. Located adjacent to the same mountain, the communities have seen the advantages of a united skiing resort as early as Back then, Gurtner had to pay more than 3, Sfr. The charismatic Gurtner, who took over the Ever since Gurtner took over the management, management responsibility for the Laax cable he constantly worked on the structures to grow cars from his father, pushed the merger with the business. Having studied and hotels under the same roof. While this is a business not only in Switzerland but also in copycat of many skiing resorts in North California, Gurtner, an active boarder and old America, in Switzerland, with its fragmented hippie himself, publicly announced his dream ownership relationships, WAG is still of a fully digitalised skiing resort as early as matchless. Interestingly, although the structures of WAG played in favour of a degree approach to customer transparency and management, the business model did not. Similar to the approach taken in many traditional companies, marketing grew along the key business areas in the group. Hotel marketing worked with a sector-proven PMS System; destination marketing maintained a strong brand management focus and worked with the booking platform TOMAS, while ski tickets were based on the widely used SKIDATA, a system within the domain of the mountain railways at the time. The result were data silos with poor data quality. For example, an email address written with capital letters in one system and lower letters in the other, got flagged as two different customers. Communication channels were web-heavy: Newsletter, an e-commerce shop and two separate websites, one for the destination and one for the lift ticket shop coexisted, a duality which prevails even today. The obvious solution to overcome the fragmented and distorted customer view was system integration. Accordingly, meetings between the service providers and big CRM companies such as Salesforce took. In the meantime, the influence of international online companies in the tourism sector such as booking. Some saw them as complementors, others as competitors. Reto Gurtner and Kris Paasila, head of e-marketing in WAG at the time, recognised that these external players could dominate the customer relationships. Their superior technology background would determine which hotel customers booked for their next visit and which additional services they might consume during their trip. However, neither Gurtner, nor Kris were willing to surrender. The new approach started in the summer with the launch of Digital Services, a department within WAG. Kristian Paasila was appointed department head and was initially the only employee. He was exempted from most operational duties and focused on one task: to conceive the destination of the future and build the team to make it happen. The physical and task-related incubation conditions created barriers to the rest of the organization and gave rise to suspicion. Most colleagues assumed that whatever the outcome of Digital Services would be, it was likely to affect their own jobs. It was once again Reto Gurtner who became most influential for Digital Services. Encouraging the whole organisation to read the best-selling authors who explain the disruptive effect of Internet companies in Silicon Valley, he himself believed that the mindset needed to shift. Next to the prevalence of technology, a renewed importance for agility, customer centricity and design thinking were the key takeaway from the stimulating read for Kris. In his new role, he reported straight to Gurtner, completely beyond the management. Line managers were just called on ad hoc when the work touched their part of the business, but it was the customer who was put first. With the ideal customer experience in mind, it became quickly obvious to Kris that bringing in people heading the frontline units would sacrifice rather than fuel the overall vision. He was convinced that the ideal experience cannot be designed around information owners who are in charge of parts of the business. On the technology side, the decision not to buy any technology was reconfirmed. After only seven weeks three data specialists and system developers were hired to build a team in-house. Among them Daniel Medina, a modern Tech nomad who had previously worked as a contract web developer for big clients in the San Francisco bay area. Initially, the big task for Daniel and his teammates was to understand the data landscape. They tried to generate data from unknown sources and leverage data from existing sources, such as a legacy app, in order to provide better service through new customer- centric features. It turned out to be a failure since GPS tracking consumes a lot of battery, which in turn led to an unwillingness among customers to use the app. During this initial phase, the team realised that they had to change how services were developed, priced, sold and communicated to the customer. A new direct line between organisation and customer experience was needed. Despite the importance of the web, the price for a web-based fully functioning commerce solution was high and the future dubious. Simultaneously, putting all efforts to the app was seen as risky. For example, buying skiing tickets with an app was simply not common practice at the time. Signals from the wider business environment were equally ambiguous: whereas e-commerce kept growing, the success of Googleglass, the i-watch and other wearables was still unpredictable. According to Kris, the decision to invest in developing the app was eventually a gut decision because you could bend the data to favour one or the other. This meant a break from a past app development project that had been underway between WAG and an external service provider. The initial tool did not share the extent of engagement that Reto and Kris desired. They tried to cooperate by liaising themselves with the service provider. Yet, any attempts to either buy the software code or co-share the benefits of future developments through a joint venture did not yield consent. The decision to build a new app also implied that a different skill set was needed to move things forward. Next to the software development side of things, more strategic marketing was essential to prove success and bring it back into the organisation. In addition, Julian Vaupel, a talented digital data analyst, represented the business intelligence. In line with their vision, to facilitate the ideal customer experience in nature through technology, the Inside Laax app was further developed see Exhibit 2. By now, the close to 60, app users became more and more involved and expectations were rising. Most of them did not necessarily recognize that any new service required organisationally complex, fully automated and, most importantly, robust processes. Searching for parking clearly spoils the experience. However, linking the app with the on-site empty space indicator in the multi-storey park house was not easy. The alternative, to manually feed in the information through the parking attendant, was equally no option. Postponing services which clearly add value to customers was a tough decision but the inside labs team had learned their lesson in the early phases, when the app had teething problems. On the first weekend of the new skiing season, customers who had acquired their ski pass in the pre-sale via the app could not pass the turnstile to access the cable car. It was a straightforward configuration error with the hardware that could easily be solved. Still, the entire company crew rushed to the scene to help and calm the disgruntled customers. For instance, they introduced tickets which were cheaper on the app than on the website, thereby basically forcing customers to adopt the app technology. And that was a huge risk. Would this pay off? Or would users be angry? Since resources for decision supporting market research were limited, they turned to a grass-root approach to marketing and service development. Especially during the season, the team was observing customers and their interaction with the app by joining them in the resort. They quickly realized that you learn most by simply listening to skiers when you are out on the mountain. Opportunities are abundant since all ski lifts seat between 4 and 12 people who happily chat about their experiences. In winter , there was an incident where an incidentat a cable car led to a passenger evacuation. After the incident, the team of inside labs demonstrated the technicians that every update they made on lift conditions is immediately seen by all app users. Regarding the restaurants, a typical problem in skiing destinations is the availability of information on opening hours in low seasons. Being online with the app also revealed a further challenge of new service development in skiing resorts: the short time window. The whole process from ideation, technical feasibility, design, testing, to launch, had to be adjusted to the seasonality of the business which allowed no more than three to four months to recover the investment. They could have spent many years building all the APIs application programming interfaces , but it would have required that customers identify themselves at every business transaction such as ordering a coke in a restaurant, by providing their e- mail address, for example. This did not feel right to the team. They had a different idea. Based on sensors in the physical environment such as the gates at every ski lift, the customer journeys were tracked without users noticing. The only requirement was for the customer to connect their key card with the lift pass to the app before starting the day. Since this was the gateway for inside labs to join and support the customer experience, they knew they had to incentivize users for connecting. The solution resembles a loyalty card point collection scheme, in which points or so-called badges are awarded not primarily for money spent but also for app usage or, from the customer perspective, for skiing behaviour. INSIDE points are awarded for the number of lift rides, the vertical skiing meters or the number of skiing days per season see Exhibit 4. Customers can not only watch their own current status in the storyboard cockpit but compare it with all other users through their ranking on a leader board. Once customers start a skiing day, the system monitors and profiles their activities. Care is taken to choose segment names which encourage rather than belittle any actions on the mountain, especially since the data revealed that many skiers make no more than 5 or 6 runs per day. So the range comprises freestylers, explorers, slope hunters or snow addicts. Originally, the team planned background profiling for internal usage only but soon discovered that customers were so keen on performance feedback that inside labs even received more than texts from skiers complaining that certain rides they made had not been recognised by the app. It features a best price guarantee on lift tickets. Often underestimated by skiers, the operational daily cost for all ski lifts in Flims Laax in the winter are CHF Therefore, ticket pricing has always been a strategic issue. The data gathered from the app encouraged the inside labs team to provide recommendations for new pricing options to the WAG, based on behavioural profiles. Further ideas in the pipeline are discounted ticket for skiers who choose not to go to the peaks but remain on the safer grounds of lifts below 2, metres. Even more radical would be a pay-as-you-go model, where skiers would be charged per lift ride taken. Previously there had been no data to model the impact this would have on lift ticket revenue. The set of news feeds includes real time webcam images, weather forecasts, snow reports and lift and slope status. In addition, it contains the newly introduced WAG service of e-shuttles. Customers can call one of the six Audi A e-shuttles for a fixed price via the app. Drivers of the shuttles are ski and snowboard teachers who are happy to earn some money on top of their main job. Incrementally, the use of systems at customer touchpoints increased see Exhibit 7. For instance, the team programmed push notifications for customers who bought a ticket the day before their visit see Exhibit 8. In their service development approach, the inside labs team balanced virtual with physical touchpoints as well as hedonistic and functional user benefits. Although more than segment-specific campaigns were implemented, campaigning remained an exciting and interesting experience for inside labs. It was not uncommon for them to sit in the office, opening an after-work bottle of beer and watch the response figures explode. Depending on the weather forecast, within an hour or so, the parking could be fully booked. It is in these moments that they realised the actual impact they had on the revenues and on the customer journey. With the rising number of services and interactions, the role of customer service became vital. What happens when something does not work? When their credit card gets declined? The customer gets there and has booked for the wrong day? Introducing the system where lift ticket bookings, table reservations and equipment rentals are next to each other, changed the expectations of the customer towards the support they want. It was clear that a single source of support was needed. At the same time, inside labs was still notoriously short on human resources with only eight employees. After an increasingly desperate attempt to answer customer requests alongside their other responsibilities, an information science Bachelor student was eventually hired and tasked to build a service desk with a support ticketing system. Today, a team of eight people is in charge of the e-mail based support desk, answering up to tickets a month. These could range from anything to. It consists mostly of snowboard and ski teachers who know the resort inside out. Acting as customer service representatives provides them with yet another opportunity to earn some extra money in the hours before and after skiing classes, when most people have questions. The issues raised by customers seeking support are fed back into the resort. This provides new insights as to how to improve service offerings and to innovate what they do. It is not only through customer service that inside labs receives valuable customer feedback. Guest estimation per day or weekend is an important basis for a number of campaigns and services. Although an algorithm has been developed by Daniel, a computer-to-human competition compares both figures. Interestingly, the guess provided by the app-user community is often more accurate than the algorithm. The move into the new building at the beginning of this last season has further decreased the distance between the team and the client base. The company is well on track regarding its sales, app downloads and user engagement targets. App download has increased to 70, in only 18 months with an average of around 30, active monthly users in the last winter season see Exhibit On the revenue side, the yield on lift tickets was increased by 6. The destination-based performance translates directly into inside labs profit. Could it be better or even necessary to bring the business back into the former parent company WAG? Should they further leverage this relationship and improve the digital skiing experience into a fully-fledged best-in-kind destination experience? Or, alternatively, should he and his partners focus on taking the company away from LAAX in every sense, as company ownership by one resort may be questioned by other customers? What kind of hurdles might inside labs face in scaling their solution? What is the best way to leverage the return on the investments made and the skills and experience accumulated? He pondered if the success to date could be easily applied to other service contexts, possibly even in other countries, where the match between the company culture and experience to be digitalized is further apart. Finally, Kris was also unsure about the future of apps. Having worked with technology all his professional life, he was well aware that the proliferation of apps could make it far more difficult for Inside Laax or resort-specific apps in general to attract the same attention. Therefore, it might be better to extend, rather than multiply, the current solution and integrate other resorts into an even bigger ecosystem. Just how big was the stake inside labs could have here? Austria France. Open navigation menu. Close suggestions Search Search. User Settings. Case Study Inside Laax. Uploaded by Brenda Tucto. AI-enhanced title. Did you find this document useful? Is this content inappropriate? Download now. Jump to Page. Search inside document. It is going to be another busy day and his business is CRM in Skiing Resorts Although some of the pioneers in CRM such as airlines or hotel chains are from the tourism sector, skiing resorts have traditionally not been associated with best practices in managing their customer relationships. Flims-Laax — Weisse Arena Group Flims and Laax, the two neighbouring villages in the Grison region of Switzerland, where Rhaetian as the fourth Swiss language is still spoken among the locals, has long walked the fine line between modern and traditional life. The launch of Digital Services In the meantime, the influence of international online companies in the tourism sector such as booking. You might also like Abacus and Amadeus Document 8 pages. Skift Factsheet Document 3 pages. TTM 03 Document 3 pages. Thomas Cook Document 17 pages. Sarens Annual Report Document 41 pages. Qual Trics Document 11 pages. Aruba Research Paper Document 5 pages. Profits Overboard: A. Moller-Maersk Document 5 pages. 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Buying coke online in Flims-Laax