Strategic diagnosis | VES Wellness

Step 1 of 5

Hotel and contact information

Hotel name

City and country

Hotel website (optional)

First and last name

Position

Corporate email

Phone number (optional)

Is the hotel part of a group or chain?

Step 2 of 5

Identity and guest experience

These questions will help us understand how the hotel defines itself and how the guest currently experiences it.

01

Hotel identity

How the hotel currently defines itself: positioning, category and brand promise.

How would you describe the hotel’s identity today, and what kind of experience does it aim to offer its guests?

02

Ideal guest

The guest profile the hotel genuinely aims to serve, beyond the guests it currently receives.

Who is your ideal guest today, and how does that profile differ from the guests the hotel currently receives?

03

Guest journey

How the guest currently experiences the hotel, from booking to check-out.

If we followed the complete guest journey from booking to check-out, at which moments would you say the experience is excellent, and where does it lose value?

04

Underused spaces

Physical areas, services or resources that are not yet generating their full potential value.

Which spaces, services or resources within the hotel do you consider underused or capable of generating greater value?

Step 3 of 5

Operation and performance

Now we want to understand how the hotel works, how revenue is generated and which indicators guide its decisions.

05

Revenue model

How the hotel’s revenue is currently structured and the relative importance of each business line.

What are currently the hotel’s main sources of revenue, and where do you see the greatest opportunities for growth?

06

Operational challenges

The main obstacles affecting the hotel’s daily operation.

What are the main operational challenges the hotel currently faces in its day-to-day activities?

07

Integration between departments

The actual level of coordination between the hotel’s different departments.

How do the hotel’s different departments currently collaborate to build an integrated guest experience?

08

Current indicators

The metrics currently used to evaluate hotel performance and guest experience.

Which indicators are currently used to evaluate the hotel’s performance and the guest experience?

Examples (optional): occupancy · ADR · RevPAR · NPS · online reputation · satisfaction · average ticket · facility usage · revenue per area.

Step 4 of 5

Culture, infrastructure and growth

09

Organisational culture

The values and behaviours that genuinely guide the team.

How would you describe the team’s culture, and what do you consider to be its greatest strength and its main challenge?

10

Infrastructure

The physical and technical condition of the hotel’s facilities from the perspective of the guest experience.

How would you currently evaluate the hotel’s infrastructure and spaces from the perspective of the guest experience?

11

Previous innovations

Innovation, wellness or guest-experience improvement initiatives previously implemented by the hotel.

Which innovation, wellness or guest-experience improvement initiatives have previously been implemented, and what were their results?

12

Scalability

The ability of the current operation to respond to increased demand or be replicated in another property.

If the hotel doubled its demand tomorrow or decided to replicate this model in another property, which part of the operation would need to be strengthened first?

Step 5 of 5

Priorities and expectations

13

Priorities

The changes management considers most important in the short and medium term.

If you could change only three aspects of the hotel during the next year, what would they be and why?

14

Project expectations

The outcomes management expects from a collaboration with Seven Senses System.

What do you specifically expect from the implementation of the Seven Senses System, and which results would be most important for the hotel?

15

Definition of success

How the hotel will determine, in concrete terms, that the project has been successful.

One year from now, what would need to have happened for you to consider the implementation a genuine success?

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Additional information

Is there any additional challenge, opportunity or background information you consider important to share with us?

Review

Review your answers

Please confirm that the information is correct before submitting the diagnosis.

DIAGNOSIS SUBMITTED

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