A Tale of Two Budget Airlines — Part III of III: Marriott is Not An Airline, but AirAsia Could Sure Learn a Thing or Two from Their Customer Service Bible (Book of Mormon?)

Having just rounded up a two-month journey courtesy of the AirAsia ASEAN pass, I thought it would be timely to reflect both on my experience of using this innovative travel resource, and my occasionally difficult adjustment from business traveler to Weekend Explorer (read, budget traveler.) #firstworldproblems

But before I launch into the tale, I acknowledge that people may not have the time to read a lengthy blog post – let alone three. So here is the key takeaway. AirAsia could learn a thing or two about customer service from Marriott.

One of my favorite stories behind the impetus for creating this blog involves a Marriott. Not a bad experience per se, but a disorienting time when I woke up on the third leg of an extended multi-city business trip and needed a few seconds to remember what city I was in. Because Marriotts are almost all the same. This can be comforting to the frequent business traveler who strives for a sense of normalcy on long jaunts away from home – but can also be incredibly disconcerting.

Weekend Crossroad, its writers and readers, by contrast, seek experiences. This involves embracing the unordinary, and the extraordinary, and in some ways is the polar opposite of this philosophy. But this doesn’t mean that we cannot appreciate a business model that, well, works. Or that we don’t occasionally crave the comforts of home.

Every year, my previous employer (a D.C.-based global communication and public affairs consultancy) holds a management meeting where past and future performance is discussed, clients are invited to share first-hand experience of what it’s been like working with the firm and what they expect from top-notch consultants, and guest speakers are invited to energize the team with new ideas. One year, the speaker was Kathleen Matthews, chief communications and public affairs officer (CCPAO?) for Marriott International.

Ms. Matthews (who is married to the bombastic Chris Matthews of Hardball fame) drew both from her experience as a D.C.-area news reporter/anchor and the face a Fortune 500 hospitality company. She explained that the company remains close to its roots (pun intended – the company was founded by John Willard and Alice Sheets Marriott in 1927 as a humble a root beer stand in Washington, D.C.) Marriott’s management philosophy is simple yet effective – If you take good care of your people, then they will take good care of the customer, and the customer will come back.

I’ve seen this in practice time and time again. I’ve had good experiences at Marriotts around the world, as well as some not-so-good ones. I’m presently a Silver Elite member – and while I enjoy several additional perks when staying at a Marriott, what is most important is that I’ve never felt like less of a customer during times where I did not have status (something that United Airlines could learn a thing or two from!)

All of my stories take place in Asia. I feel the need to elaborate on this point for several reasons. First, being half Chinese myself, and having led local teams in China, Malaysia, and Indonesia, I understand the immense cultural barriers that can exist when faced with a more “rah rah” style American management philosophy butts up against a deeply-entrenched sense of hierarchy.   Second, it means that I know that this is not an excuse, and that anyone who uses cultural differences as an rationale for poor understanding/performance has very low awareness themselves. Third, it means that I both recognize, and appreciate, the efforts required from all sides to make things work.

My first story is several years old, and takes place at the Shanghai Marriott Hotel Hongqiao.  The facilities have seen better days but are comfortable enough, and its convenient location by Hongiao airport is a major selling point. I was leading a multi-day media and spokesperson training course for the Pan-Asian executives of an American multinational company. Being a type-A anal-retentive sort, I decided that rather than grabbing a bite at the buffet lunch we had pre-booked for the participants and myself, I would see them down, grab a quick drink to take up with me, and set up for the afternoon session. As I headed out of the coffee shop with a glass of Coke in hand, a young server stopped me. “I’m sorry,” she says politely, “but guests are not allowed to take items out of the restaurant.” “I understand completely,” I reply, “but I’m part of the 20-person party over there and don’t have time for lunch. I simply wanted to take a drink up with me.” She apologized again, and I handed over the glass without another thought. (After all, it IS a completely reasonable policy.) As I’m setting up flip charts and markers in the conference room upstairs, I hear a knock at the door. I see a woman in a neat black suit, carrying a tray with a glass of ice and a can of Coke. Her tag reads “assistant manager,” and she says “I couldn’t help noticing your exchange with the server downstairs, and I wanted to apologize personally for the misunderstanding. It is our policy not to allow guests to remove food or beverages from the coffee shop, but I understand that you are busy and I hope that this will make up for that in a small way.” I was completely speechless. After making sure that she knew that I in no way blamed the server for her actions, I took the drink and sat down to think. Wow. Not only was this a first-rate service action, but how amazing that a junior manager at a restaurant in a Chinese hotel felt comfortable taking initiative to make a not-even-unhappy customer feel valued. For an approximately 25 US. cent can of soda, this individual invested in life-long loyalty. (And gave me fodder for future client service training sessions!)

My second story take place a little over a month ago, at the Mulu Marriot Hotel & Spa.  Having just “endured” the wild Borneo jungle along the Kinabatangan River in Sabah (I say “endured” because I was attacked by leeches, among other critters, but have put it in quotes because the truth is I enjoyed every minute of the experience!), I decide that I have had enough of roughing it and am looking forward to a comfy bed at the end of each day of trekking through Mount Mulu National Park. (A separate post on this incredible experience is forthcoming.) Mulu is an interesting place, and well deserves its UNESCO World Heritage status. But after a particularly strenuous trek, I am disappointed because the “Spa” part of the name refers to a building – with no therapists in it. I am slightly miffed because, truth be told, the Spa part was one of the more compelling reasons why I chose this particular hotel. However, learning that my next stop would be one night at the Miri Marriott Hotel & Spa, the staff kindly contacted the Spa on my behalf to ensure that I had a booking there upon my arrival.

Another challenge was eating. Every hotel/restaurant in Mulu is faced with the same challenge – supply. Food is flown in daily from Miri (explaining the giant Styrofoam coolers on the baggage carousel at both ends of the journey.) This means frequent shortages – even at the Marriott. However, this is explained cheerfully by the staff, and the kitchen does its best to keep customers happy.

The two things that really stuck out were separate encounters I had with various staff. The first, a young Australian manager involved with the opening of the hotel (recently acquired by Marriott in a rather dilapidated state), told me of how he was assigned to oversee the transition, and that meant staying until the formal opening (the resort is still operating at a “soft opening” stage). His job entailed everything from making sure my water glass and coffee mug were filled at all times, to supervising vegetable buys, to negotiating permits with the local government. No job was to big – or too small – for his attention.

My second encounter was with two young Malaysians who worked at the hotel’s sister property in Miri. They were there to experience the park – in order to be able to report first hand on the itineraries they were booking for guests. While taking their jobs seriously, they also believed in having fun. Doing a final trek before jumping on an afternoon puddle-hopper back to Miri, one of them bemoaned not having packed a bathing suit to enjoy swimming in the aptly-named Clearwater River. After a few minutes’ consideration, she threw caution to the wind and leapt in – clothes and all. “I can sit on a towel” she reported cheerfully. “This was totally worth it.”

My third story is from just last week. At two separate stays at the JW Marriott Hotel Medan, I had two entirely different experiences. My first was a disaster. Check-in took ages, neither the A/C nor the minibar in my room worked, and I called down for ice in an effort to cool down (Medan is many things, and steamy is chief among them!)   The icing on the cake was when a young boy from housekeeping (he looked about 18!) handed me a shopping bag full of ice. “Umm, do you have an ice bucket?” I ask. He looks perplexed for a moment, and then says “No.” I ask whether this was purified ice, and am greeted with a blank stare. “Never mind,” I say. I thank him and send him on his way. At this point I am quite peeved.   It’s no so much that I am frustrated at being at a 5-star hotel with thus far 2-star service – it’s that JW Marriott is supposed to be the hotel’s premier chain! Hardly believing this latest experience, I take a quick photo of the plastic bag with my mobile phone and post it on my personal Twitter feed, tagging Marriott International. Within a few hours I have a reply from their global customer service, apologizing profusely for the experience and asking for me to send a private message with my reservation number. But, I’m ashamed to say, I am heading out to the jungle of Bukit Lawang early the next morning and decide to head to bed instead.

After an enjoyable, if grueling four days in the jungle, I am looking forward (somewhat paradoxically) to a hot shower and cold A/C. As I limp into the lobby, the woman at the door smiles brightly and greets me with a “welcome back!” (I had asked her for directions on my previous stay and she clearly remembered me, which impressed me to no end!) I shuffle up to the reception desk where the clerk, who also remembers me, tells me that they had been expecting me the previous day. Stupid me, I had booked the wrong night, forgetting that May has 31 days, not 30. (Yes, I STILL do the knuckle counting trick to calculate the days of the month! But clearly not this time.) Now this was 100% my fault, and it would have been within the hotel’s right to charge me for this erroneous stay AND kick me out that same night. But they didn’t. Not only did they cancel my previous reservation with no penalty – they instantly booked me a new room, noting all of the preferences in my profile, and upgraded me to a suite. Noting my profound embarrassment and profuse apologies, the clerk smiled and told me that this happens more than one would think, and that she was just happy to be able to help me. Wow. Am I glad that I didn’t write a nasty Trip Advisor review about my first stay! So you can bet that Marriott will again be my hotel of choice when I resume business travel next year.

As a wise, if ineloquent person once said, “Shit happens.” But damn if this company doesn’t get it right almost every single time.