Audrey CHRISTOPHE

🚀 New format – our first test episode! Today we’re starting something new: 🎥 Hospitality in 5 – short, 5-minute videos where SUM asks and Michael answers. Our first topic: Hospitality AI 🤖✨ We talk about how AI was created, what first steps matter, how to keep your data secure, and the benefits AI can bring to hotels in daily life. This is our very first try at creating video content with avatars. The goal: to share knowledge in a simple and engaging way. 👉 We’d love your honest feedback: Do you like the format? Is 5 minutes the right length? What topics should we cover next? We want to improve and shape this series together with you. Raphael SimcicTom FontijneAnna KeiserAlex Mugrauer Romy Abbrederis Sven Häberlin #HospitalityIn5 #HospitalityAI #HotelIndustry #DigitalTransformation #SUMHospitality #AIinHospitality #HospitalityTech

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From Great to Exceptional: The real challenge in Luxury Most of the clients I work with are not moving from mediocre to great. They are already great. Their hotels and stores are busy, their operations run, their clients are “satisfied.” And yet, about 15% of their guests are still complaining. In luxury, that’s not a small number; it signals deeper gaps in culture, process, experience design, and training. And while many brands aim for ~85% CSAT, let’s be clear: good enough is not a luxury standard. Especially when you know that 40% of satisfied customers never return. We are not in the game of satisfaction. We are in the game of retention and retention requires far more than a “great” experience. Moving from mediocre to great is easy, small changes create visible impact. But moving from great to exceptional is a very different game. It requires total alignment, transformation, consistency, and a disciplined obsession with detail. Not vanity, but coherence, excellence, responsibility. Why one point matters: A 5% lift in retention can increase profits by 25%–95% (Harvard Business Review). Forrester modeling shows that a 1-point improvement in CX can translate into tens of millions, even up to $873M a year in added revenue for certain industries. Customers who’ve had the best experiences spend ~140% more than those with the poorest experiences (HBR). And even a modest CX improvement has been linked to $472M–$824M in additional revenue over three years per $1B in annual revenue (Qualtrics). This is why I love working with the greatest brands: because they refuse to settle. They know that “good enough” is the greatest risk. They understand that greatness is not the destination, it’s the step before exceptional. Where I come in: My work is not to fix mediocrity. It’s to help high-performing luxury brands hard-wire a humanistic culture, mindset, behaviors, and operations, where excellence is not a KPI but a way of being. Where every detail is intentional, coherent, and transformative for people: guests, teams, and artisans. Great is good. Exceptional is unforgettable. If you’re serious about that one-point shift that actually moves your P&L, let’s talk.

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