By Jeremy Wagstaff
(this is a copy of my column for newspapers)
If The Wall Street Journal is to be believed—and as a former contributor I’ve no reason to doubt it—the best way to get decent hotel service these days is to tweet about how bad it is.
And reading the piece made me realize that, when it comes to an industry like the leisure industry, social media can only be a disaster for your brand.
An article by Sarah Nassauer says that “hotels and resorts are amassing a growing army of sleuths whose job it is to monitor what is said about them online—and protect the hotels’ reputations.” It also offers a handy list of eight tips on how to “snare better service”, including:
Before you check-in: Post a comment on the hotel’s Facebook page or send a tweet saying you’re looking forward to your stay. A savvy hotel will put you on its radar and may dole out perks or give specialized service.
or this one:
Have a lot of online friends or followers. Hotels will pay more attention to your requests.
Now I’m a big fan of social media. And hotels. And the Journal. But this kind of advice is WRONG.
Basically, what the paper is suggesting is that you abuse social media, and the hotel’s check-in system, to snag yourself better service. Unfortunately it betrays a distinct lack of understanding of how things like Twitter work.
First off, you don’t just “have” a lot of online followers or friends. Followers and friends are earned through providing interesting commentary, in the case of Twitter, or being there for them, in the case of friends. OK, you can buy both, but that’s not the point.
Although I suppose you could calculate your savings through free hotel upgrades and offset that against the purchase off Twitter followers through services like usocial (“become an overnight rock star on twitter!”).
Now I’m not averse to hotels and other companies using Twitter and Facebook to keep an eye on what people are saying about them. That’s good, and, frankly, it should have happened a long time ago. I’m frankly amazed that companies measure their footprint on social media quantitatively rather than qualitatively: in other words, they count the number of followers they have, rather than look closely at who those followers are, learn about them and recruit them as unpaid evangelists.
As the piece mentions, hotels and resorts are setting up their own social media monitoring centers which sound like Churchill in the bowels of London in the middle of the blitz, but is probably more likely some overworked drone monitoring a laptop in the hotel kitchen or a workaholic F&B manager checking TripAdvisor his BlackBerry while his wife is delivering their 4th baby.
The problem is this: Social media is social. If I grumble about my hotel on Twitter, it’s presumably because the other options open to me aren’t working. And those options usually involve something other than boring all my friends about the state of the bath, or the shortage of Mountain Dew in my minibar.
These are things that I should be bringing up with room service, or the front desk, or the F&B guy. If I’ve started twittering about it, it’s proof the system doesn’t work.
So, unless I’ve got really patient followers and friends, using them as a platform for my grumbles isn’t only an abuse of social media, it’s an abuse of my friends.
The problem with the Journal piece is that it assumes that social media is merely a public platform for self-promotion: either for getting better deals, or for getting better service.
But it’s not. Social media only works because we’re interested in what other people are saying. Those people who tell the world they’re about to have coffee don’t have many followers, unless they’re someone famous.
The value in social media—in any network—is the information it’s carrying. Whines about the view from one’s room isn’t information. It’s a whine. (Unless of course it’s me, in which case I’m being wittily ironic in a post-modernist sort of way.)
The proof, as they say, is in the pudding, and a recent case in point: hotel guest complains about the quality and price of Internet in their hotel on Twitter, including the hotel’s twitter name. Hotel responds within seven minutes, asking guest to direct message them—in other words, to send a message that can’t be viewed by anyone else.
So, now the conversation goes offline. No more tweets that anyone can read. In short, guest is basically saying to his followers: I’ve got what I wanted, thanks to all of you for helping me get my way. Hotel is saying: We’ll solve this problem privately, thank you, and leave no-one the wiser about whether this was a one-off complaint or something other guests may have to worry about.
Neither respects the audience on social media who have to watch this public face-off and miss the private make-up.
The upshot: Guests learn that twittering gets results. Hotels learn that twitter guests can be bought off as easily as non-social media guests. And the followers of that particular twitterer come away none the wiser and feeling slightly used.
For sure, it makes sense to use social media as a platform to air your grievances–if other paths have failed. If you want to warn others. Just like writing a letter to the editor back in the old days.
But hotels and other companies that scour social media to buy off bad-mouthers will do terrible damage to themselves, and to social media, if they seek to reward anti-social behavior. If you broadcast to social media that bad-mouthing your brand pays dividends, expect to get lots of bad-mouthing on social media.
If you then try to solve the problem in private, all you leave is a paper-trail of bad-mouthing, and no happy ending.
So the solution is simple: Social media should be monitored. Grievances should be addressed. But rather than setting up time-consuming twitter monitoring teams money would be better spent on developing rapid responses internally—a instant messaging service only accessible to guests, say, or a texting service so guests don’t have to listen to jingly jangly phone music while they’re being connected to reception.
It comes back to an old adage: Social media is not another broadcast platform. It’s a very public forum. So having a twitter feed is a life-time commitment to allowing every customer grumble to be seen by everyone on the planet. Don’t go there unless you have to.
Instead, keep those private channels with your guests as free of friction as possible. Don’t encourage them to go public, because however it works out, it won’t be pretty.
Oh, and provide a decent service. That always works.
Hi Jeremy – I hear social media success stories every day so it’s interesting to read your post. However, I disagree with you that hotels shouldn’t engage on Twitter. Whether it’s convenient or not, brands need to pay attention to what is being said of them online AND SHOW they care by responding and using the data to better their operation. Yes, most hotels are just getting started with Twitter and as the WSJ article shows, Twitter is still in the ‘surprise and delight’ phase of customer expectations. But the time is now. Soon a response will be expected. Creating closed channels for feedback won’t keep customers from tweeting about their experiences, both good and bad.