FIGARODIGITAL.CO.UK
Tess Mattisson Director of Marketing,
Choice Hotels Europe
As the Director of Marketing for Choice Hotels Europe, Tess Mattisson has a remit which covers a variety of diverse franchisee brands, including Comfort, Clarion, Quality, and Ascend Collection, with over 400 hotels across the UK and Europe. Bringing experience from a variety of digital roles, Mattisson is a regular speaker at events across Europe, discussing the importance of digital as a core pillar of business strategy. “I’ve been in hospitality since 2007, and I think I’ve always been drawn to this industry because I’m a people person, and hospitality allows you to draw on that trait. My work isn’t about the hotels, it’s not even about travel, it’s really about the people, and I think that has been the most inspiring thing for me. One of the most inspiring leaders I’ve had was the first one I worked with that shared my belief in people. He promoted me to the role of marketing manager, 'not because of what you do, but how you do it'. That’s when I understood that it wasn’t about skills or my experience but the approach, and that’s why I’m obsessed with asking why as part of my role, and challenging how we can do more and go further. Of course, working in hospitality means we can offer a great Guest Experience, but at the end of the day, my inspiration needs to be bigger than that."
FD: Is there one lesson that has particularly resonated with you throughout your work in digital?
TM: The main thing I’ve learned is that our approach isn’t about digital strategy. I don’t do digital marketing, I just do marketing, and nowadays marketing is digital, it’s something that needs to be incorporated for any business to succeed. But on the other hand, digital is not the ‘be all end all’. Providing a great experience will always depend on
an alignment between digital capabilities and human decisions. It’s not analogue vs digital or online vs offline. It’s about finding an ecosystem where they both can live, but with an appreciation of digital as a key contributor.
FD: In times of great disruption, what motivates you and your team?
TM: You are allowed to make mistakes - the 'fail fast and learn' mentality. You can try out things that you’re not 100 per cent certain will work. Fifteen years ago you would have one shot to produce 'X'. Today I can build, measure, and learn, I can afford to fail, and failures will actually be insight for my next problem. This is not only a great motivator, but it’s this approach that is driving the pace of the whole industry. It keeps me on my toes, and makes me want to be part of what’s going on, and take my team on that journey too, and see them grow in their roles. To some extent I can agree that
marketing is no longer as picture perfect as it used to be, but what we’re forgetting is that it’s not about the execution, it’s about the insight that you get from the execution. The information you gain from what’s not working is equally important as what you learn from what is working. Digital allows so much more collaboration between teams and disciplines.
FD: The travel and hospitality industries are facing an uncertain few years. With the social and political changes that challenge the landscape of marketing, how do you see brands innovating within this space?
TM: I personally believe that we have to change. Because it’s not actually about us changing, it’s about how consumers are changing, and if we want to be part of their decision making process, we need to adapt to their behaviours, not force them to adapt to ours. We’re good at mapping the customer journey,
the touchpoints and the micro moments, but this is all our perspective. We don’t look at the whole ecosystem. The customer doesn’t care about our competition. They care about us adding value to them. The companies that will really succeed in the future are the ones which are bold enough to try things outside their comfort zone for the benefit of their customers. I think that it’s harder for bigger brands. We have 6500 hotels worldwide, and we need to make informed decisions about our approach across our franchises. But brands like us can move the needle for the entire industry. We need to be bold and let the consumer drive our development and our direction, not the other way around. That being said, there are huge risks
associated with jumping on board with relatively new technologies. We are fortunate that we can afford to find the balance, try new projects, and find out if they work or not. But at the same time, the ones that make us and our franchisees successful are our guests. We should have a greater focus on their behavioural change than our business strategy change. The most important thing I impress on marketers is that digital isn’t changing anything. If anything, it’s an opportunity for us to interact with people and add value. Digital is the enabler of the strategy, it’s not the strategy itself. It’s people- centric, insight-driven, and outcome- focussed. These are the tools that enable us to explore that and do better in those areas. FD: Digital provides opportunities
for brands and consumers to connect and understand each other better. As Choice Hotels continues to grow and delight consumers with its range of products and high-quality customer experience, digital plays an ever- increasing role in bringing the consumer’s needs to the fore, and inspiring marketers to design an experience that nurtures travellers from planning to purchase.
choicehotels.co.uk
12 issue 31 spring 2018
If we want to be part of the consumer’s decision making process, we need to adapt to their behaviours, not force them to adapt to ours.
Words: Gill Ingram
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