Contactless Service And Operations: Hotels

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Contactlessservice andoperations: HotelsImproving and enabling human-oriented serviceand operations in response to COVID-19CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Companyis strictly prohibited

The IDEA Framework in action: sector examplesContactless Service andOperations was developed to providea framework for reevaluating anorganization’s key customer andemployee journeys and interactionsin light of COVID-19. It focuses onmaking those journeys andinteractions better not just safer.The goal of the IDEA Framework is tohelp organizations reimaginesmission-critical priorities, investments,and operations while providing the“human” elements related to service.This document provides a sectorspecific example on how the processof the IDEA Framework could beapplied.Organizations should follow localregulations and country-specificcircumstances before implementationof specific interventions.If you would like to view additionaldetails of this approach please clickhere (link to CxO)This content consists of insights fromMcKinsey’s operations and designpractice and is provided “as is” solelyfor informational purposes. It does notconstitute or is intended to be legal orsafety advice. Organizations shouldconsider all applicable laws,standards, and country-specificcircumstances before adopting anymeasures. Organizations shouldengage their own legal counsel andsafety experts to ensure compliance.McKinsey Design Stockholm Studio2

The IDEA framework provides a process that can help identifyhuman-centered solutions for evolving business scenariosIdentify interactions& areas of concernDiagnose & prioritizeareas of concernDevelop &Execute solutionsIdentify the types of workenvironment relevant to thebusinessPrioritize areas of concernusing multiple lenses:Develop and roadmapsolutions across threehorizons:Identify types of in-personinteractions for priority journeyswithin three main buckets: Employee to employee Employee to customer Customer to customer Type of interactions Evolution of customer andemployee experience Implications on operationsand cost Immediate needs to continueor re-start critical operations Re-prioritizing andaccelerating key initiatives Investment in distinctive longterm solutionsAdapt & sustainOperationalize solutionsacross the organization,iterating and adjusting to meetthe needs of the evolvingsituationEmpower teams to stayahead of emerging situationsand bring learning back to theorganizationOrganizations should engage their own legal counsel and safety experts to ensure any adopted measures are compliant with appl icable laws and standards in their jurisdictions.McKinsey & Company3

Leisure travel hotelsThe first step of the IDEA framework is to identify interactionsand areas of concern across key journeys and interactionsILLUSTRATIVE EXAMPLENONEXHAUSTIVEDetailed areas per type of interaction and operationGoods transferEmployeeto employeeInteractiontypesEmployeeto customerCustomerto customerServicesInternal tasks/processes Arrival of white goods and food andbeverage (F B) items Employees operating in corporate andhotel offices Employees working in corporate orhotel offices at desks Removal of dirty linens and supplies frompremises Concierge and front desk Handing off paperwork and signatures Cleaners, maintenance, F B staff,kitchens operating within hotels Restocking cleaning supplies andamenities Parking tickets Conversation at check-in upon arrival Signing at check-in Delivery of room service Purchase of goods in retail store or kiosks Servicing of F B and shared spacesDelivery confirmation signatures, whichrequire both delivery employee andcustomer to touch the same scanner ortablet Receipt of key Cleaning of rooms (cart in hallway) In-room amenities distribution Gift shop Multiple guests waiting at check-in Engagement in shared spaces (retail,F B, gym, elevator)Shared air circulation and control of airvents in rooms Shared sign-in pens, clipboards,touchpads, and keypads Elevator buttons and railings used bymultiple peopleOrganizations should engage their own legal counsel and safety experts to ensure any adopted measures are compliant with appl icable laws and standards in their jurisdictions.McKinsey & Company4

Leisure travel hotelsOnce identified, organizations are advised to diagnoseand prioritize areas of concernILLUSTRATIVE EXAMPLEPre-stayExploring & bookingE2E: Employee to employeeE2C: Employee to customerC2C: Customer to customerOn premiseArrival & check-inRemediation & post-stayExploring & staying in my roomExploring the hotel and its services Leaving the hotelArrival and check-in journeyGuest entershotelPotentialinteractionsE2C Greeting at doorC2C Manual doorGuest waits inline to check inC2C Crowding whilewaiting in lineGuest speaks withfront desk attendantto check inGuest provides IDand credit card,receives room keyE2C Talking to front deskE2C Handling credit cardC2C Multiple guests andattendants at counterE2C Getting keycardE2E Interactions betweenattendant and conciergeC2C Using same pen,keypad, or touchscreenC2C Touching counterOrganizations should engage their own legal counsel and safety experts to ensure any adopted measures are compliant with appl icable laws and standards in their jurisdictions.Guest useselevators to getto their roomC2C Pressing floorbuttonsC2C Crowding whilewaiting for elevatorC2C Sharing elevatorwith other guestsMcKinsey & Company5

Companies can seek t0 develop and execute solutions to helpimprove safety and experience across key business elementsILLUSTRATIVE EXAMPLEPotential levers thatcould be utilized insolutionsNew offers& servicesPoliciesLeisure travel hotelsNONEXHAUSTIVEInnovations and improvements could address guest and associate safetyand comfort in and around the hotelA Remodeled movement flowsJ Gesture or voice-controlled elevator with improved air filtrationB Upgraded PPE for viral protectionK Visual physical-distancing/sanitization cuesC Improved air filtration and ventilationL Worker proximity sensors in kitchenD Touch-free handles/interfacesM Hot spot surfaces marked with colorE Temperature measurement upon entryN Clean working kitsF Frequent sanitation of gym surfacesO Communication of guidelines to guestG Controlled entry to restaurantP Staggered and scheduled gym usageH Hygiene zones for waitstaffR Restaurant tables spaced at greater intervalsPotential additionalexamplesDTouch-free handles andinterfacesMI Health ID and employee risk taurantDSIBJKCPrivacy pods in publicareasOMROfficeLobbyOrganizations should engage their own legal counsel and safety experts to ensure any adopted measures are compliant with appl icable laws and standards in their jurisdictions.Gesture or voicecontrolled elevator withimproved air filtrationMcKinsey & Company6

Leisure travel hotelsThe last step to consider is to pilot, adapt, and scale solutions asappropriate, keeping employee and customer experience in mindILLUSTRATIVE FUTURE STATE JOURNEY EXAMPLEPre-stayOn premisesRemediation &post-stayExploring & bookingArrival & check-inExploring & stayingin my roomExploring the hoteland its servicesLeaving the hotelPotentialactions toconsiderBeing enticed to travelArriving at the hotelArriving at the room & unpackingOrdering room serviceCheckoutDeciding whether travel is safeChecking in and going to roomExploring entertainmentGoing to bar or restaurantDepartingCleaningAmenities (lounge, spa, gym)ReopenCOVID-19 clean certificationCourtesy gloves, wipes, hand sanitizer, andmasks are available in the roomRemoval of magazines/booksReopen &immediate needsIn-room messaging highlightingcleaning protocolsCourtesy gloves, wipes, handsanitizer, and masksAll employees wear masks,glovesRemove high-touch objects (clocks, pen,pads)Signage elements to avoidcrowding on front deskEmpty parts of hotel can be used to hostpatientsFront desk staff can interactwith guests via chatPlastic-wrapped, sanitized towelsResearching safe optionsBookingWaived cancellation fees forwhen guests are feeling sickCreation of customer-facingsanitation protocols (eg, humancertification, testing,environmental interventions)Check-in is automaticupon entry or assisted via appMotion-controlled faucetsUV-light wireless phone chargerSanitizer and wipes at tables and fewer bar seatsand tablesNo upcharge for room serviceRoutines for handling guests infected during stayMeal delivery (Uber eats) to room is finalized byhotel staff; containers are sanitized by staffTravel restrictions forces gueststo stay longer than bookedComplimentary mask andsanitizer for travel back homeDigital-only folioDigital-only check outIn-app dispute of chargesAll room service offerings available throughappFully digital hotelReimaginationDistinctive longterm solutionsEnhanced virtual tours &guided maps of propertiesPartnerships with ridesharingcompanies (eg, sanitized cars)Collaboration with ecosystempartnersTouchless arrival—doors openautomaticallyAutomated luggage carryingApp or motion-controlled curtainsLights controlled by app/voiceDoor is unlocked with app and opensautomatically“Clean” areas in restaurants and bars, accessibleto people with health certificationVR/AR personal trainer for ”platinum" membersCertified network clean vehicles(eg, hotel airport van, Uberpartnership)Line of fashion-forward PPE clothingVoice- or app-activated lights, blinds/curtains, entertainmentOrganizations should engage their own legal counsel and safety experts to ensure any adopted measures are compliant with appl icable laws and standards in their jurisdictions.McKinsey & Company7

hotel offices Concierge and front desk Cleaners, maintenance, F B staff, kitchens operating within hotels. The first step of the IDEA framework is to identify interactions and areas of concern across key journeys and interactions . Leisure travel hotels. Detailed areas per type of interaction and operation. Goods transfer. Services