PROFILE
ANA BRANT
was 16 to learn English and knew she belonged in California . “ The GM and department heads operate inside boxes , and their organizational structures are similarly siloed . Your future customers don ’ t fit inside boxes , so it is hard to understand their pain and pleasure points . We think we know but are not 100 % sure . It ’ s why Airbnb was created – they turned pain points into pleasure .”
Brant also separates herself from the herd moving toward analyzing big data . “ I believe in human insight . They are not spreadsheets or databases ,” she says . That viewpoint is more possible working for a smaller hotel company like the Dorchester Collection . “ Talking or observing is priceless and can ’ t be found in a database .”
She emphasizes the difference between data , and insight and wisdom . “ Data without context is skewed . Standards without context mean nothing ,” she says . “ If I refill your coffee cup in two minutes or 20 minutes is completely dependent on context . The true definition of luxury will be in human insight . Training organizations to step away from data is another story we don ’ t have time to discuss today .”
Insight will come , Brant says , by hiring talent that has the curiosity to ask questions and learn about guests . “ Let go of certain practices and standards . If you have organization complying to standards , you don ’ t have time to learn because the standards become the potential . People need to go above and beyond and let go of practices .”
Perhaps that is why Brant says mystery shopping , another classic practice , is dead and being replaced by YouTubers , bloggers and vloggers publically revealing their experiences . “ We have to reinvent the way we evaluate our standards because when everyone is doing things similarly , there is no differentiator ,” she says . “ We must use these public guest experiences to better understand the customer journey , starting from the pre-booking stage .”
Brant says this sign at the Hotel Bel-Air suggests guests are listening , too , to see if it is where they want to retreat .
“ GREAT SERVICE IS A JOURNEY FROM SYMPATHY TO EMPATHY TO COMPASSION . SYMPATHY IS HEARING A STORY ; EMPATHY IS FEELING WHAT GUESTS FEEL ; AND COMPASSION IS SYMPATHY AND EMPATHY PLUS ACTION . WE NEED TO EMPOWER ACTION .”
– ANA BRANT
Brant ’ s previous experience with the Ritz- Carlton Hotel Co . and being a part of the team that won two Malcolm Baldrige quality awards helped her hone her focus on human trends . “ Why fit in if you can stand out ?” she asks . “ To do that you must align the guest experience with the employee experience . What does employee journey look like ? What matters to them ? Watch what matters to employees and reorganize to deliver on that . The human element is about business needs .”
“ It ’ s a widely accepted fact that most transformation initiatives fail , and in my observation it ’ s not for lack of knowledge , frameworks or savvy consultants ,” says Dr . John Timmerman , former corporate vice president of operations , The Ritz- Carlton Hotel Co ., and current chief scientist of customer experience and innovation , Gallup , who worked with Brant at Ritz-Carlton . “ It ’ s almost impossible to operational concepts without gifted leaders like Ana Brant that can redefine the value proposition through deep behavioral insights , inspire senior leadership support , and provide the frontline employees the tools they need to ensure execution . Ana has customer insights in one hand and an operational velvet hammer in the other .”
Of course , the proof is always in the pudding , and Brant has enough to share . The Dorchester Collection has increased its guest experience index as measured by Gallup by 22 % over four years . Gallop ’ s luxury database measuring across all brand types places the Dorchester Collection in the 92nd percentile .
So where does this experience take this high achiever who is forever in learning mode , taking classes , earning new certificates , always pushing the envelop to remain relevant ?
“ I am grateful for what I have now . Growth comes from sideways , not up ,” she says . “ The wider I go and understand consumer insights the more value and fulfillment I have . I learn something I didn ’ t know yesterday , apply it and see results .”
38 hotelsmag . com April 2017